the golf industry is feeling pretty good about itself.

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Godfrey Russell
5 years ago
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At this writing in 2018, the golf industry is feeling pretty good about itself.

even bullish on the future. A 2017 article on Forbes.com pointed out that the game creates $70 billion of economic impact in the U.S.

The article went on to cite the remarkable success of Topgolf, destinations like Bandon Dunes and Cabot Links, and the healthy stock performance of Callaway.

1 At this writing in 2018, the golf industry is feeling pretty good about itself. After absorbing discouraging data for years course closings, decreasing numbers of players and rounds and revenue, major brands discontinuing golf lines recent news has the golf business optimistic, even bullish on the future. A 2017 article on Forbes.com pointed out that the game creates $70 billion of economic impact in the U.S. annually, influences two million American jobs and pours about $4 billion into coffers. The article went on to cite the remarkable success of Topgolf, destinations like Bandon Dunes and Cabot Links, and the healthy stock performance of Callaway. The game of golf creates $70 BILLION of economic impact in the U.S. annually. Recent research from the National Golf Foundation (NGF) paints a rosy outlook, as well. The junior golf population remains relatively stable at 2.9 million and continues to show a transformation in diversity compared to years past, the study stated. Thirty-three percent of golfers in the 6-17 age range are females, up from 17 percent in NGF also reported that 2.5 million golfers teed it up for the first time last year, beating the old record set in 2000 during the height of Tiger Woods popularity by 100,000 new golfers. And latent demand, people who said they are very interested in taking up golf, has doubled in the last five years.

2 10 years ago, however, the landscape couldn t have been more unsettled. As we all remember, the country in fact the world was in an economic crisis the likes of which we hadn t seen since the Great Depression. The stock market was cratering, unemployment was soaring and the housing market was in free fall. Golf already was showing signs of correction from its all-time highs during Tiger s peak. The Great Recession turbo-charged the retreat. According to The Economist, between 1992 and 2002 when golf courses were being built at a record pace, 60 percent of the new courses were tied to property development. So when the housing market crashed, it took a lot of golf courses with it. In addition to this financial crises, there was a massive migration taking place on the consumer landscape spurred by the internet. And it was amid this wild environment that Golf Channel purchased GolfNow in 2008, and GolfNow began its rise.

3 The online era arrives and changes the grand old game for good. In the 10 years prior to 2008, internet usage by Americans exploded from 84 million users to nearly 231 million; 75 percent of the entire population was using the internet for entertainment, education and shopping. And of these, 64 percent were making reservations online for airline tickets, hotel rooms, rental cars and restaurants. Consumers were expressing their strong preference for the convenience of online booking, making the emergence of booking tee times online inevitable. The convenience of online booking was not by itself going to shield golf from the realities of the economy and the shifting attitudes of the marketplace. The internet gave consumers a host of new distractions. Compounding this, most people had fewer disposable dollars and a finite amount of free time to spend. To deal with this new reality in the marketplace, golf courses would have to up their marketing games while at the same time recognizing that the tighter budgets caused by the economic crisis were going to be around for a while. They needed some new tools.

Creating the solutions golf courses need to compete and win in the new era.

As more golfers became aware of GolfNow, usage soared. Golfers value the convenience of booking online and the ease of comparing available tee times and rates.

In short order, thousands of courses joined GolfNow to have their tee times in front of millions of golfers.

4 Creating the solutions golf courses need to compete and win in the new era. Two things propelled GolfNow to the forefront of online tee times: the world s most powerful booking engine and the wide reach afforded by our association with Golf Channel. As more golfers became aware of GolfNow, usage soared. Golfers value the convenience of booking online and the ease of comparing available tee times and rates. Through the first few years, consumer preference for GolfNow fueled the explosion of growth as golf courses came on board the platform. In short order, thousands of courses joined GolfNow to have their tee times in front of millions of golfers. Today, golfers find tee times at nearly 8,000 courses in 24 countries around the world on GolfNow. GolfNow s investment in IT and the talented people to run it spawned new products and services designed for one purpose: To improve efficiencies and performance in all areas of the golf operation and help courses make more money. GolfNow has built amazing platforms that when used correctly can dramatically change your operation, said Joe Dahlstrom, CEO of Paradigm Golf Group, which manages a number of golf courses across the country. We ve increased revenue for our courses by millions using the GolfNow platforms properly.

Getting the most from GolfNow s products and services is what The Playbook is all about.

that is GolfNow Central, to services like GolfNow Plus and GolfNow Ride that maximize your resources

office, back office, marketing, customer service and more.

5 Getting the most from GolfNow s products and services is what The Playbook is all about. From the ratings and review powerhouse Golf Advisor, to the marketing and inventory command center that is GolfNow Central, to services like GolfNow Plus and GolfNow Ride that maximize your resources and capital, we offer one of the industry s most effective platforms for managing and running your business for maximum profit. You need not be a GolfNow partner to benefit from the insights and information forthcoming in The Playbook. New chapters will be released regularly, each one focused on an area of your golf operation front office, back office, marketing, customer service and more. You ll learn how each of our products and services is designed to work, and you will meet operators who are using them to maximum benefit. Whether you re a municipal, daily fee, private, resort course or MCO, The Playbook can be your guide to best practices. Don t miss a single chapter. I WANT CHAPTER 2 MORE PLEASE WHEN IT S READY

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