Clarkson Golf Solutions (CGS) embraces a dedication to advancing the golf experience with a promise to seek modern innovation, evolve customer expectations, and inspire employee creativity while driving the game of golf towards new purpose and inclusivity for all players. Preserving golf’s traditional values, we are, “Golf Without the Rough.”​

 

 

CGS Business Strategies & Management Philosophy

 

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Golf Revenue Management:

 

Quality revenue management is the most important aspect of running a public golf facility.  A flexible rate structure with a demand-based pricing strategy is the core principle behind CGS transient revenue management.  

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Transient Golf Revenue Management

 

• Demand-based pricing is vital to maximizing potential revenue during all day-parts.  Flexible rates allow a course to take advantage of need periods and most importantly, increase rate on days headed towards maximum tee time utilization.  

• Engage rate management programming to constantly monitor pricing according to demand.  By setting a pricing matrix, rates automatically adjust for live advertisement through the course website and other 3rd party booking engines.

• Analyze rates by time segments including seasonality, day of the week, and day-part.  Constant adjustment ensures matrix base rate pricing is set to maximize revenue.

• Analyze the competitive set to keep informed on market share and local competition strategy.  Including courses that are in immediate competition as well as those that are at the extremes of the local market range (unsuccessful/successful), supports and drives rate structure and opportunities for promotion.

• Extend tee time inventory based on daylight hours.  Offering tee time availability throughout the entire day adds significant revenue opportunity and gives golfers more freedom to play at their most desired times.

 

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Group Golf Revenue Management

 

• Implement active group golf sales to host corporate groups, competitive tournaments, and charity events to build base revenue for future months.  Hosting group golf increases overall golf revenue, food and beverage sales, retail revenue, and aids in accurate forecasting.

• Establish relationships with local businesses, golf organizations, schools, and charities by engaging in their programs and soliciting their existing golf events.  Targeting new opportunities for group golf such as team building, customer appreciation, and fundraising is vital for continued base revenue growth.

• Upsell throughout event planning to maximize revenue from each event.  Present sales packets with multiple opportunities to enhance events and generate revenue for the facility.

• Utilize sales and event planning technology to professionally organize events and document historical records for future solicitation.  Establishing professional sales and event planning practices streamlines execution for maximum customer service and operational efficiency.

 

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Driving Range Management

 

• Extended hours of operation allow golfers the opportunity to practice on their own time.  CGS suggests daylight hours with no restrictions other than to close for routine maintenance during the growing season.

• Pass programs encourage golfers to practice at the facility frequently, positively impacting revenue in all departments.  Golfers who practice on site are more likely to purchase F&B, retail, and play rounds.

• Driving range events significantly add to overall revenue by offering golf activities that require less participation time.  Including equipment demo days, instructional clinics, and team building events to target golfers of all levels and foster future revenue opportunities.  

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Player Development Programs

 

• Professional instruction is a vital source for overall revenue for any facility.  Golfers that learn how to play at a facility are more likely to patron that facility for equipment purchases and rounds of golf.  

• Customize instruction for individual lessons and group clinics based on the customer’s goals, time restrictions, and budget.  Maximize instructor efficiency by consolidating instruction schedules for the greatest financial impact with less labor constraints.

• Emphasize youth and minority programs as the fastest growing demographics in golf.  PGA programs such as PGA Jr League, are fundamental in growing a facility customer base and aiding new golfers to become regular, lifetime golfers.

 

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Retail Management

 

Running a successful retail and merchandising campaign at a facility equates to a significant source of revenue and advertising opportunity.  Customers should want to feel a part of the course by purchasing and displaying the facility brand in their daily lives.

 

• Branding is fundamental to profitable retail management.  A course brand logo should be clean, easily identifiable, and flexible in display on various retail offerings.  A successful brand can lead to merchandise purchases beyond core customers through fashion statements, whimsy, and a sense of belonging.

• Merchandising and retail display are key components to the shopping experience.  Customers should be able to find items easily and without assistance.  Displays should be clean and eye-catching for maximum sell-through.  The merchandising ratio should match your customer target demographic. 

• Group retail sales should be a crucial addition to all event sales proposals for an opportunity to purchase custom logo merchandise for corporate groups, charity tournaments, and social functions.  Establish additional discounts through vendors for bulk purchases and greater profit margins.

• Vendor partnerships offer opportunities for discounts and added profit through exclusivity agreements, bulk purchases, or early payment incentives.

• E-Commerce is an important and underutilized tool for golf courses.  Establishing an online retail presence can add significant revenue and improve efficiency at the shop counter.  

• Inventory should be constantly monitored to maintain appropriate par levels for all products.  Implementing retail technology and controls improves management efficiency and identifies opportunities for increased revenue.  An annual turnover rate of 3.5 – 4 times for most categories is ideal for maximizing retail revenue.  

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Golf Maintenance Practices:

 

CGS believes in quality golf maintenance practices to keep a course healthy while reducing labor, enhancing the customer experience, and working towards environmental sustainability.  Our strategy includes minimizing specific course features and maintenance practices in order to make the game friendlier for play and less expensive to maintain.  

 

• Prioritize greens as the most important feature of any golf course.  Healthy, smooth rolling greens equate to positive customer feedback and business longevity.  

• Tee boxes should be fair and functional for all golfing abilities.  Flexible teeing locations without interference from overhanging trees or encroaching penalty areas will boost golfer confidence and first impressions on every hole.  Multiple teeing locations including short course options allow beginner golfers to feel more comfortable and less intimidated as they develop by selecting the most appropriate teeing area for their ability.  

• Evaluate existing bunkers for those that may potentially be eliminated or reduced in size, including bunkers that add unnecessary challenge to an already difficult course or those that do not come into play on a regular basis due to their position.  Reducing the number of bunkers reduces the amount of annual sand to purchase, daily labor expense, and lifetime repair and maintenance requirements.  

• Reduce the height of traditional rough throughout the golf course.  Rough should help to contour landing zones and make a course more aesthetically pleasing without slowing pace of play by adding difficulty.  

• Beautify by planting perennials, indigenous plants, and flowering trees that enhance the overall course aesthetic without adding maintenance labor and expense.  Evaluate the existing flora to determine if any plants or trees should be removed or replaced based on their demands on labor or other negative effect on the course.  

• Work towards sustainability in regard to all maintenance practices.  Evaluating natural wildlife habitats, chemical use, irrigation schedules, equipment fuel efficiency, waste generation, and recycling programs will not only reduce expenses but also offer opportunities for positive public relations campaigns as environmental stewards within the industry.  

 

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Food and Beverage Management:

 

A successful food and beverage operation enhances the customer experience and provides vital supporting revenue for any golf course.  CGS focuses on basic snack and bar service with opportunities for catered events and private functions.  Providing an inviting space to relax and socialize is a key component to the overall golf experience.  

 

• A welcoming atmosphere encourages guest purchases.  Golfers should want to buy beverages and snacks before their round and then come back after to relax, buy some beers, and reflect on a great round with their friends.

• Analyze food and beverage costs to ensure proper pricing and revenue management.  Shop wholesale options for specific items and take advantage of bulk purchase discounts on staple items.  Maintaining food cost between 25-35% and beverage cost under 30% is required for maintaining an adequate profit margin.

• Solicit group catered events including golf outing receptions, corporate meetings, and social functions.  Provide simple menus with options for customization.  Offer the opportunity for outside catering to generate room rental revenue.  

• Emphasize beverage cart service to generate on-course food and beverage revenue and elevate the customer experience.  Offer consistent service and competitive pricing to eliminate outside beverages and drive revenue to the facility.

• Partner with local vendors for unique offerings and reduced costs based on promotional items.  Target local breweries, wineries, and specialty food stores for modern and memorable experiences for customers.

• Target televised sporting events as an opportunity to promote specials and offer an incentive for the local community to patron the facility.  Focusing on sports teams and events that are important to the local community will create a “home” for customers to watch events and generate revenue.

• Analyze the competitive set to make sure pricing is in line with the local market.  Compare prices frequently including menus, catering options, beverage cart service, and bar service and adjust as needed.

 

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Customer Service:

 

A culture of hospitality is the true foundation of any successful golf business.  Exemplary service standards are at the core of CGS expectations.

 

• Engage staff and commit to regular service training for all customer interactions.  Demonstrating a personal commitment to customer needs is vital for longevity and customer loyalty.  

• Encourage staff autonomy by allowing properly trained staff to act in the best interest of the business in order to solve customer conflicts or requests.  Allowing staff members to make their own professional decisions fosters employee and customer confidence.  

• Monitor customer feedback in order to understand needs and look for business advancement opportunities.  Establishing procedures for responding to direct feedback and online reviews is vital to understanding customer expectations and service demands. 

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Employee Management:

 

A successful operation is only as strong as its weakest link.  CGS believes in working towards the overall betterment of the facility by focusing on employees first.  While the facility is the occupation for the staff working there, they need to remember that guests are there for relaxation and fun.  The positive attitudes and quality work ethic of the team should leave a lasting impression on customers to keep them returning regularly.

 

• Prioritize exemplary employee acquisition through proper reference checks and extensive interviewing.  Ensure all candidates work towards business goals while demonstrating a solid work ethic and innate values.  Maintaining a good work force will add value to a facility by demonstrating employee longevity and reduce the expense and time involved with hiring new staff members. 

• Maintain a highly effective and productive workforce through active training for all staff members including basic work requirements and mandatory procedures, disciplinary action, workplace harassment, safety in the workplace, incident reporting, and service training.  Documenting human resource training sessions will protect the facility from liability and establish proper risk management controls.

• Create service incentives for hourly associates to engage them in customer interaction and prioritize guest needs.  Emphasize awards based on recognition rather than financial incentives in order to achieve the desired results without affecting the facility budget.

 

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Marketing:

 

CGS believes in maximizing marketing returns by focusing efforts on free social media engagement and driving traffic to the facility website.  Implementing an active email and text messaging program will further connect customers to the facility.

 

• Generating a professional website for the facility introduces the course to customers with a memorable and positive first impression.  Websites should be easy to navigate and imagery driven for maximum impact.  Constant review and updates are necessary to make sure advertised information is accurate and fresh for viewing.

• Search engine optimization is a key factor in advertising a golf course and its facility promotions.  Strong SEO helps facility recognition and discoverability.

• Social media presence must be prevalent and dynamic to engage followers and convert them into active customers.  Social media posts should emphasize new content including photographs and video for maximum engagement.

• Bounce-back promotions and on-site advertising are important ways to generate additional revenue once a customer visits the facility.  Campaigns should include a time-based, trackable offer to encourage guests to return to the facility.  On-site advertising displays on golf carts, in locker rooms, and at point of purchase locations will generate important auxiliary revenue in each outlet.