The Pellucid Perspective - March 2018 - 4

GOLF COURSE
OPERATIONS

shouting distance of profitability and the market dynamics of their
local trade area aren't running away from them over time, there
are several actions that we believe are key performance enhancers if applied intelligently and consistently. The first is improved
marketing, which starts with cultivating dialogues and relationships with your customers. That starts with communications that
are consistent, interesting and relevant. Think of it as long-term
dating vs. the current episodic email blasts with screaming discounts and cajoling readers with "Act now, before it's too late!" In
addition, as one of our industry mavens always preaches, having
emails for all your customers and having more of those than your
competitor is never a bad thing.
Lifting our sights one level higher, being able to tie those customers back to transactions is the next level of better marketing.
This now allows you to customize messages and offers to behavioral (like defectors, lapsed, weekday players, promotion-sensitive
etc.) as well as economic (Top 20% revenue players, Defectors
from the former Top 20% and accelerating spenders etc.) groups.
We've harped on this for 10+ years and the legacy PoS providers
are starting to come around (new cloud-based legacy providers
are helping them find their innovation mojo), but being able to
better customize messages is a competitive advantage and, from
our Sharper Edge Marketing clients' results, delivers tangible increases in rounds, revenue and rate.
The 2nd growth lever for the viable municipal properties is

improved pricing strategy and execution. In our work and discussion with a range of municipal facilities over the past year, we
almost always find at least a few elements of their rate card vs.
demand that can be better aligned (either lower pricing for persistently weak demand periods or higher pricing for consistently
higher demand periods). I've also had interesting discussions
with several of the municipalities about the differences and upside/downside to dynamic pricing (i.e. potentially each tee time
has a different price) vs. yield management (in my book, defined/
differentiated by more simply looking for contiguous blocks of
times that are either over or under-priced (consistently high demand, sometimes like 9-11 on weekdays where the weekday varies across properties or markets)).
In closing, I just want to be clear that I'm not trying to tackle
the much more complicated and contentious discussion regarding
whether munis should or should not be in the golf business longterm. Witness the fact that not all municipal courses are losing
money and many of them are making money above and beyond
whatever "offset math" you want to apply to the P&L differences
between two courses of similar consumer positioning in the same
market (i.e. Public-Value Muni vs. Public-Value Private-owned).
I am suggesting that, based on Pellucid's increasing number and
depth of conversations with municipal entities, it appears a number of them do have opportunities (responsibilities?) to rationalize
their golf portfolio and limit their future financial exposure. n

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Featured clockwise from top: Classic Club, Palm Desert, California; Princeville Makai Golf Club, Kauai,
Featured
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(see TopGolf on page 5)
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The Pellucid PersPecTive

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Table of Contents for the Digital Edition of The Pellucid Perspective - March 2018

TOC
More munis embrace golf “rationalization”
Unlikely owner rescues course from closure
Toptracer bringing revenue within range
Gleneagles operator turns course into life changer
February golf weather impact: Double-digit decline continues
hilly course operators not flying high
Slow play no cause for no play
The Pellucid Perspective - March 2018 - TOC
The Pellucid Perspective - March 2018 - More munis embrace golf “rationalization”
The Pellucid Perspective - March 2018 - 3
The Pellucid Perspective - March 2018 - 4
The Pellucid Perspective - March 2018 - Unlikely owner rescues course from closure
The Pellucid Perspective - March 2018 - Toptracer bringing revenue within range
The Pellucid Perspective - March 2018 - 7
The Pellucid Perspective - March 2018 - Gleneagles operator turns course into life changer
The Pellucid Perspective - March 2018 - 9
The Pellucid Perspective - March 2018 - 10
The Pellucid Perspective - March 2018 - February golf weather impact: Double-digit decline continues
The Pellucid Perspective - March 2018 - 12
The Pellucid Perspective - March 2018 - 13
The Pellucid Perspective - March 2018 - hilly course operators not flying high
The Pellucid Perspective - March 2018 - 15
The Pellucid Perspective - March 2018 - Slow play no cause for no play
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