SAVE THE GAME
Let me begin by expressing gratitude for your interest in reading this section. I had a challenge in finding the right slogan before ultimately settling on “Save and Grow the Game.” I anticipated strong opposition from individuals in the industry who are content with the status quo and hold a romanticized view of its health. Unfortunately, the recent closure of golf courses has predominantly benefited these individuals. With fewer competitors, business owners and/or operators can set arbitrary prices for rounds, season passes, or memberships, dismissing complaints with the notion that there are no alternative options for players. This monopolistic approach, charging exorbitant prices that the average player cannot afford, is deeply troubling. The “Thinning out the herd” approach is regressive and can set the industry back by almost half a century. Instead, I firmly believe in providing a diverse range of courses, catering to different budgets, from luxurious to more affordable options. I am passionate about informing the general public about the existing affordable choices that many facilities already offer. However, I vehemently oppose hindering the growth of the entire industry for selfish gain.
I also considered naming the program “Grow the Game,” but discarded the idea due to its overuse and lack of tangible growth results. While my organization, MMC, has successfully recruited over a million new golfers through our innovative, fully integrated golfer acquisition campaigns with nearly 500 golf facilities, and possibly a few million more through our pioneering ideas, I acknowledge that true growth of the game has not been achieved. Our efforts primarily focus on preserving jobs and preventing golf courses from closing, but sadly, we too, are falling significantly short of our goals. We need help, we can’t do it alone. The industry is struggling to recover the lost golfers and shuttered facilities, let alone expand the sport. Saving and growing the game calls for an industry-wide collaboration.
I believe it is my responsibility to shed light on the reality of the industry once again. In 2016, I authored a book titled “Golf: The Untapped Market, Why the Pros are Failing to Grow the Game,” which was published and launched in 2017. However, I discovered that the title offended some industry experts who discarded the book without even giving it a chance. I was surprised by this reaction, as I firmly believe in the principle of not judging a book by its cover. Had they taken the time to read a few chapters, they would have realized that I wasn’t criticizing anyone’s competence but simply presenting alternative ways to develop the game. I anticipate that some individuals will also be offended by the audacity of the title “Save and Grow the Game”.
A few years ago, I made the decision to rename the subtitle of my book to, “Penetrating the Casual and Non-golfer Segments.” My objective was to emphasize that I prioritized the growth of the game over my personal ego or the title of the book itself. My sole motivation is to witness the flourishing of golf for the benefit of all individuals. I identified two key segments: Casual golfers, who typically play between eight and twelve rounds per year, and Non-golfers, a term I used to identify a fourth segment of golfers over two decades ago. I use this term to identify individuals who have purchased golf-related products but have yet to take up the sport. Non-golfers typically engage in zero to two rounds annually. Combining these groups, they collectively participate in an average of six rounds per year. By choosing the new subtitle, I aimed to focus on this target audience and avoid causing any unnecessary offense.
My intention was to unite the industry under the shared objective of “Growing the Game.” I wanted—and still want—the entire industry to concentrate on what truly matters, setting aside minor disagreements. It is crucial for us to acknowledge the current struggles faced by the golf sector. The game requires salvation from its ongoing downward spiral. Until we observe measurable growth in every aspect of the industry—such as attracting new golfers (rather than recycling existing ones), expanding demographics, developing new courses, increasing merchandise sales, generating new employment opportunities, securing new sponsors, obtaining additional donors, engaging more advertisers, and most importantly, garnering more fans—the game will continue to require “saving.” The narrative surrounding golf must shift from being perceived as a “Rich man’s sport” to becoming “Everyone’s game.”
To download a free copy of “Golf: The Untapped Market, Penetrating the Casual and Non-golfer Segments,” visit the homepage and click on the free download option. Alternatively, you can order a paperback copy from www.golfmarketingmmc.com or Amazon.
While the game of golf is not in critical condition, it would be devastating if we ignored the vital signs indicating the state of the industry. These vital signs provide insights into both the internal health and overall condition of the golf industry.
Let’s examine a few important details that shed light on the reality of the game and its “development.” In 2005, there were roughly fifteen thousand 18-hole golf facilities serving a population of around three hundred million people. Today, the population in the United States has exceeded three hundred and thirty million, yet the number of 18-hole golf facilities has decreased to approximately ten thousand. In other words, despite a population increase of over ten percent, there has been a thirty-three percent reduction in the number of golf facilities. These figures do not signify “growth.”
At the very least, we should have maintained pace with the population growth seen in 2005. In the worst-case scenario, we need to work towards restoring the number of 18-hole facilities to 15,000 as soon as possible. However, this can only be achieved once the demand returns.
The bottom line is the golf industry must regain the ground it has lost. Every possible effort should be made to save every golf course, and we must equip owners, operators, and golf professionals with the necessary knowledge, tools, and resources to attract golfers from all four segments: Core, Avid, Casual, and Non-golfers (also known as new golfers). It is vital to establish long-term relationships between these players and the facilities, allowing sufficient time for the golf professionals to nurture their development.
Consider the following additional figures for perspective:
In 1970, the population of the United States was approximately 203,392,031. By 2022, it had grown to 332,403,650. When we examine these numbers, it becomes evident that golf has not experienced growth. Despite the population increasing by 39%, the number of 18-hole golf facilities has only risen by 25% over the past five decades. These figures clearly highlight a significant deficit of golf courses to cater to existing golfers who already love the game, let alone attract new players. To foster the growth of golf, we need to engage new participants.
Regrettably, we are witnessing an alarming rate of closures among courses that serve the working classes. These are the facilities we must safeguard and revive. While high-end elite courses enjoy substantial financial support and are not in danger, it is the entry-level and mid-level courses that require our assistance.
Currently, there is an abundance of spin surrounding the state of the golf industry, with more emphasis on creating a positive narrative than actual growth. What the golf industry truly needs is genuine and measurable growth, not just spin.
It seems there may be a discrepancy in the reported number of golfers in the United States. The statistics provided are not supported by the evidence. These figures are likely exaggerated, as the current number of 18-hole facilities is insufficient to accommodate such a large number of golfers. If the numbers were accurate, every golf course in the United States would be overflowing with activity, charging exorbitant membership fees, having extensive waiting lists, and high demand for season passes and greens fees. However, this is not the case for the majority of golf facilities. While a select few fortunate golf courses in top markets may experience increased play, the majority of entry-level and mid-level facilities continue to face challenges.
Here is an excerpt from an article published in the National Golf Foundation, The Fight for Municipal Golf, “In truth, since the beginning of the correction in golf supply that began in 2006, the number of municipal golf facilities has actually increased, not decreased. Only slightly mind you (about +5%) but a gain nonetheless in a market where the balance of facilities — comprised of daily fee courses and private clubs—has declined by 15%. The increase in munis has come mainly through the acquisition of daily fee courses, rather than new construction. Seriously, any reduction in public golf supply in California, be it of the daily fee or municipal variety, will only exacerbate the undersupply situation there, making it even harder for existing golfers to find tee times, while at the same time increasing the barrier to entry for new golfers. This isn’t how we are going to grow golf participation and rounds played. Further, this sets a very dangerous precedent, arming golf oppositionists elsewhere with a legislative example we really don’t want them to have.”
I was thrilled to come across this article, as it aligned with my efforts to bring attention to the industry’s critical observations, especially since the COVID Bump. It effectively highlighted the insufficient number of golf courses to adequately serve existing golfers, let alone attract new players. My growth initiative, named “Save and Grow the Game,” precisely addresses this issue.
Now, let’s take a moment to digress: Regardless of whether you hold a position as a mayor, member of a community development committee, park and recreation director, or manage a municipal golf course, this program is ideal for your town. For those in positions of community leadership, “Save and Grow the Game” offers an opportunity to construct or acquire a golf facility for your residents without utilizing existing funds. If you aim to build a new golf course, our program can initiate a pre-sales campaign to generate the necessary revenue for the project. If your objective is to purchase an existing facility, MMC can launch a tailored campaign to raise funds for the acquisition as well as the ongoing operational revenue required for sustained long-term growth. Notably, MMC’s most successful campaign thus far was conducted for a municipal course in the Midwest, where we raised an immediate cash amount of 1.7 million dollars and drastically increased the backend/operational revenue.
Furthermore, we have witnessed concerning mismanagement agreements for many municipal courses over the years, and it is crucial to address these issues. We understand that managing a whole town, city, or even a state is challenging, and some perceive adding a golf facility as merely an additional expense. However, this is a misconception. Investing in land is one of the best decisions a person, business, municipality, city, or state can make. Open green areas are enjoyed by everyone, and contrary to what some may believe, such amenities have numerous benefits for both general health and the environment. By partnering with MMC’s program and a skilled, ambitious golf professional to manage operations and oversee the model’s second phase of customer and player development, the municipality can own a profitable parcel of land and establish a self-sustaining business. The community will enjoy beautiful open green spaces, the course will support plant and wildlife ecosystems, and it will represent the community by being affordable, diverse, and all-inclusive. It’s a win-win situation.
Now, let’s return to the industry itself. The term “COVID Bump” is often used to describe a temporary surge in the industry’s growth. Unfortunately, this bump merely served as a momentary pause to the industry’s decline, rather than true growth. It was hyped as a signpost for the game’s future, despite being a misleading representation of genuine growth. As I predicted in 2020, this bump is now transitioning into a small nodule that, if left unaddressed, may develop into a cancerous cell, permanently stunting the game’s growth, or even worse, killing the industry.
These “new” players were former golfers who had quit the sport and had only returned as a result of COVID’s social distancing protocols. Several folks picked up the game again after being compelled outside and having nothing better to do. These golfers are once again beginning to lose their interest as was expected. I predicted that after two or three years, the golfers who were compelled to return to the course would begin to quit the sport once again. That is precisely what is happening right now. A number of people foolishly staked the industry’s future on these reprocessed players’ continued presence. A little success might occasionally do more harm than good. With the COVID Bump, this was the situation.
A few business executives and industry leaders opted to highlight the increased play at a few golf courses as evidence of industry expansion while disregarding the fact that thousands of courses had closed. Some people chose to stop being proactive in favor of resting on their laurels due to this false sense of achievement. Everyone in this group assumed that the game would be fine and maybe even better off with less facilities. This has turned out not to be the case. Saving and growing the game cannot be done through passivity, it can only be accomplished through focused activity. Too frequently in life, nothing happens and progress is seldom made until someone from the inner circle offers the essential critical input, putting the situation’s true conditions into perspective and bringing them to light for everyone to see. It is only when things go wrong, that most people take action. Now it’s time to stop talking about growing the game and start taking action.
Working in the trenches, like MMC does, provides a firsthand understanding of the daily hardships faced by owners and operators in the industry. Our connection to the reality of the industry is maintained by being on the ground, actively involved in the field. The view from the ground differs significantly from a desk in an office, where reports from successful individuals running upscale facilities might create a distorted perception. Some individuals in the industry may appreciate the reduced competition and yearn for simpler times. However, those days are long gone, and unless they join the effort to save and develop the game, their own employment and businesses may be at risk.
It seems as though every month our research team is informing us of another closure. As hard as it may be to fathom, every lost facility affects our staff as much as losing a close friend to a treatable illness. If someone had just picked up the phone and asked for help, the senseless closure could have been easily prevented. Even better, if the owner(s) and/or operator of those facilities had realized there were risk-free, self-funding strategies, tools, techniques, and resources available that were generally acknowledged by the industry, they would still be serving golfers and contributing to the game’s foundation.
Even well-educated, well-intentioned people have been known to choose to fall on their own sword, in other words, commit financial suicide, rather than risk being mocked for trying anything unconventional because they are susceptible to peer pressure, whether it be in their field or in their social networks. Most of this fear is like most fear in general, unjustified, and according to research, has less than a 95% chance of materializing. The fear is nevertheless very real to the individual who is motivated more by their ego than by what is best for everyone. Everyone loses when a course closes. Employees, employees’ families, golfers, the community, the reputation of the game and so on. The closure of even just one facility tremendously affects the entire industry. In the grand scope of things, the facility could appear to be a tiny pebble, but once tossed into the water, the entire body of water feels the ripple.
Beyond the issue of closures, many golf facilities are facing another challenge with their operating capacities ranging from twenty to fifty percent. On most weekdays, particularly Mondays through Thursdays, as well as during a significant portion of Fridays, Saturdays, Sundays, and the facility’s off-season, golf courses often appear deserted, resembling ghost towns. To address this, our focus should be on aiding these facilities in growing their business by attracting more players during these non-peak times. The key lies in filling the tee-sheet with “new” golfers who are more flexible with their schedules. Instead of persistently offering these tee-times to Core and Avid golfers who have consistently declined them, we need to target Casual and Non-golfers who are more willing to play during these off-peak hours.
Owners and operators have a straightforward solution at hand if they are willing to break away from conventional thinking. By recognizing the untapped potential in off-peak tee-times that are currently not selling, they have the opportunity to double their income – boosting both cash on hand and operational revenue. The key lies in re-imagining and repackaging this product, presenting it to a new audience in a way that resonates with their specific needs.
A simple shift in attitudes, perceptions, and beliefs can trigger an explosive growth in the game of golf, without the necessity of adding even one new facility to the existing 15,000 establishments. The reopening of closed facilities and the development of new courses in emerging markets would be an added bonus, providing more options and accessibility for all players.
Addressing this one area has the incredible potential to double the number of golf enthusiasts without the need to open a single new facility. Alongside this surge in interest, it will lead to increased revenue for the owners, providing a pathway for enhanced compensation for operators. Furthermore, it will create opportunities for new hires and generate additional revenue for vendors, advertisers, and other stakeholders involved in the golf industry.
Until this transformative step is taken, all parties involved, including owners, operators, vendors, advertisers, sponsors, donors, manufacturers, retailers, and more, will continue to operate their businesses at only a fraction of their true potential—somewhere between twenty and fifty percent of what is achievable.
As stewards of the game, we have a choice. Do we wish to be remembered as individuals who took a casual approach to the industry’s growth, mere spectators on the sidelines witnessing golf’s decline? Or do we aspire to be remembered as dedicated stewards who rejuvenated and fostered a renewed interest in the game? The essence of the sport will persist, irrespective of how it is presently or will be cared for. Yet, I, for one, would much rather see the headline read, “Golf experiences an explosive surge in popularity in 2024,” rather than, “Golf endures in 2024.”
Please select the “Grow the Game” menu option to understand how we can simultaneously save and advance the game.
Please select the “Owners and Operators” menu option to understand how you can simultaneously grow your business, your career, and the game.
Play a role in making golf more affordable, more diverse, and all-inclusive.
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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.
The growth initiative I propose presents an exciting opportunity for every business including those that may think there is a conflict of interest like third-party tee time vendors. Executives representing these companies should be enthusiastic about this chance as it allows them to offer their customers a product with long-term benefits, moving away from the perception of being one-and-done companies whose only loyalty is to their bottom line. By becoming partners, sponsors, and donors for this initiative, they can benefit greatly, even when the acquisition campaign surpasses all benchmarks in attracting new golfers, there will always be a significant portion of tee sheet openings available for green fee play.
The collaboration with these vendors complements and enhances the existing industry offerings, rather than competing with them. Moreover, many of MMC’s partnering clients already utilize a third-party tee time vendor, proving the potential for successful partnerships in this venture. It’s a win-win situation for all involved, and this initiative is set to make a positive impact on the golf industry. We, the industry, possess the knowledge, resources, and manpower needed. All that remains is the desire and determination to make a positive change.
We are committed to revolutionizing the way golf is presented to the general public as well as the expansion of the game of golf in order for the industry 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.
Our research proves casual and non-golfers acquired by this program spend between $28 and $75 per round which in most cases, far exceeds the amount most core and avid golfers spend per round. In a lot of cases, these numbers surpass what facilities are generating per round during their primetime, much less during their off-peak times. Almost every facility offers deep discounts for, Early Birds, Seniors, Juniors, and Twilight tee-times, the only difference is they try to sell them to an audience who do not want them, leaving most tee-sheets 60% to 80% open. This is a major oversight, an undeveloped asset, and a lost opportunity for the public, the owner, and the game.
We fully respect the traditions and history of the game and do our very best to preserve those traditions. Traditions like, dress code and code of conduct, add to the allure and prestige of the sport. To advocate for anything less would be a perversion of the game. 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 over the past few decades. We all must rise to the occasion and champion the game with the courage, 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, third-party tee time vendors, golf professionals, 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 facilities and developing new properties is 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 only after experiencing the game. Without customers, players, and fans, none of us would have a career in 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 playing 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 costs. 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.
Golf needs stability and should not have to 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, golf professionals, third-party tee time vendors, 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.
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.
For significant contributions, sponsorship, or anonymous support, please email Chuck at chuck@mmctoday.com.
The Save and Grow the Game program is owned by MMC Corporate and is not a non-profit organization. MMC makes no representation regarding the tax deductibility of any donations or transaction fees.
This initiative is driven by selflessness and a love for the game, aiming to support others and grow the game by making golf more affordable, more diverse, and all-inclusive.
Your time and generosity are genuinely appreciated, and together, we can create a more inclusive and accessible golfing community. We must unite with a single goal: Save and Grow the Game!
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.
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