Castle Pines, CO (April 15, 2015) Golf Convergence Presents Seminar “Winning Playbook for Golf Courses” to the Campbell University PGA Professional Golf Management Program.

What are the criteria that should be used to evaluate whether the acquisition of a golf course is a prudent financial investment? J. J. Keegan, Managing Principal of Golf Convergence, answered that question for the students at their monthly forum based on a research recently completed for a golf course located near the University.

“What is exciting for me,” J. J. Keegan commented, “Is the opportunity to present to tomorrow’s leaders in the business of golf a formula that creates values for golfers on a foundation that ensures that the financial potential of a golf course is optimized. Our firm’s ability to combine academic theory with practical examples based on client engagements is what uniquely differentiates the educational offerings provided by Golf Convergence that serve as the platform for our “Business of Golf” book series.” Click here to learn more.

The insights shared with the students included:

Lesson #1 – Golf courses operators are working too hard on the wrong things that make little difference.

Lesson #2 – There are six key measurements that accurately forecast the potential of a golf course.

Lesson #3 – You can measure whether a golf course is over- or under-performing the weather. Though golf course operators can obtain for $300 annually 11 month weather forecasts that are 83% accurate with respect to precipitation and 89% accurate with respect to weather, few leverage this service to bolster net income.

Lesson #4 – Golf courses use templates for websites that have little value in producing incremental revenue as nearly all websites have informational vs. transactional orientation.

Lesson #5 – Less than 25% of the industry participate in the valuable benchmarking services provided by the PGA of America, Golf Datatech, and the National Golf Foundation.

Lesson #6 – The vast majority of golf courses can only cover operational expenses. Few generate the cash flow required to fund capital expenditures without debt or capital assessments.

Lesson #7 – Typical golf course operators manage with “illusory superiority” thinking that their customers are loyal when they are not. Few golf courses secretly shop or survey their customers regarding their habits and preferences.

Lesson #8 – Stealing customers from competitors and from third party tee time providers is easy, if the staff is properly trained.

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Marissa Witmer, Vice President, Social Media

Golf Convergence

303.283.8880

info@golfconvergence.com