Golf Management in the 21st Century E-Book

Miguel A. R. Donadío

• Herausgeber: Editorial Autores de Argentina
• Kategorie: Lebensstil
• Sprache: Englisch

Seitenzahl: 188

Veröffentlichungsjahr: 2023

Beschreibung

Golf is an extraordinary sport that has a long way ahead and a world of people to invite to include it in their daily life. There are millions of future golfers that still aren`t part of our community and the great challenge is to conquer them. Miguel Donadío pretends with this book to help to meet this great goal sharing his ideas for the management of golf in the 21st century.

Leseprobe

Miguel A.R. Donadio

Golf Management in the 21st Century

A great opportunity for a great growth

Donadío, Miguel A. R. Golf Management in the 21st Century : A great opportunity for a great growth / Miguel A. R. Donadío. - 1a ed. - Ciudad Autónoma de Buenos Aires : Autores de Argentina, 2022.

Libro digital, EPUB

Archivo Digital: descarga y online

ISBN 978-987-87-2859-9

1. Deportes. I. Título. CDD 796.35209

EDITORIAL AUTORES DE [email protected]

To my sons Francisco and Marcos.

Contents

PROLOGUE

INTRODUCTION

HOLE 1 - GOLF, CLUBS AND NEW MANAGEMENT TOOLS

GOLF AND CLUBS

COOLHUNTING

THE DELPHI METHOD

STRATEGIC SCRUM

BENCHMARKING

SURVEYS

SIX THINKING HATS

OUT OF BOX

HACKATHONS

AGILE METHODOLOGIES

BUSINESS MODEL CANVAS

DESIGN THINKING

BLUE OCEAN STRATEGY

CROWD FORMAT

EXPONENTIAL ORGANIZATIONS

FODA-PESTEL-CAME

IDEAS COMPETITION

GROUP THINK

TOOLS FOR THE DECISION MAKING PROCESS

HOLE 2 - GOLF AND PAIRINGS

PAIRINGS

NEW REAL ESTATE

INNOVATION IN REAL ESTATE

BUSINESS SCHOOL

GOLF AND BUSINESS I

GOLF AND BUSINESS II

THE CORPORATE WORLD

GOLF AND UNIVERISITIES

GOLF AND HEALTH

PASSION AND SPORT EVENTS

EDUCATION

CULTURE

GASTRONOMY

PAIRINGS BETWEEN SPONSORS

HOLE 3 - GOLF, CLUBS AND TECHNOLOGICAL IMPACTS

VIRTUAL GOLF

DRONES

ONLINE TEACHERS AND ACADEMIES

CLUBS AND SOCIAL NETWORKS

DRIVING RANGE AT HOME

VIRTUAL CHAMPIONSHIPS

CLUBS AND DIGITALIZATION

ANNUAL BOOKING TOURNAMENT

SIMULATORS AND SUPER EXPONENTIAL GROWTH

GOLF, CLUBS AND ECONOMICS

GOLF, CLUBS AND FOLLOWERS

HOLE 4 - TRADITIONAL GOLF AND DISRUPTIVE GOLF

GOLF AND NEW MODALITIES

GOLF, INDUSTRY AND ENTERTAINMENT

NEW GOLFERS AND COSTS

DRIVING RANGE, GAMIFICATION AND GYM

DISRUPTIVE GOLF AND PUTTING GREEN CHAMPIONSHIPS

INNOVATIVE REINVENTION OF THE GAME

GOLF COURSES AND INNOVATIVE USES

12 HOLES OR 18 HOLES?

DISRUPTIVE GOLF AND 100-YARDS

NIGHT GOLF

GOLFTECH CLUBS

HOLE 5 - THE UNCONQUERED MARKET OF GOLF

THE UNCONQUERED MARKET

GOLF INDUSTRY

NEW MARKET OF GOLFERS

THE POWER OF CHILDREN

CLUBS AND CELEBRITIES

GOLF AND NEW GENERATIONS

NICHE MARKETS

FOCUSED RECRUITING EVENTS

RECRUITING OF COMPANIES

THE POWER OF CHILDREN II

CLUBS, ACADEMIES AND JOINT VENTURES

CLUBS AND PENETRATION INDEXES

PERCEPTIVE BARRIERS

STRATEGIES TO ATTRACT NEW MEMBERS

FAMILY DAY

THE TEACHER AS A KEY FACTOR IN MARKETING

HOLE 6 - GOLF, CLUBS AND INNOVATIVE SOURCES OF INCOME

SUNDAYGOLF PROGRAM

CROSS COUNTRY TOURNAMENTS

VIP TOURNAMENTS ¿u$S 5.000 or u$S 50.000?

MARKETING OF HOLES

CALENDAR OF TOURNAMENTS

GOLF COURSES AND NAMING

PUTTING GREEN CHAMPIONSHIPS AND MONEY

GOLF COURSES

TOURNAMENTS WITH PROFESSIONALS

INTER-UNIVERSITY CHAMPIONSHIPS

NEW PROMOTIONAL RELATIONSHIPS WITH SPONSORS

INVENTION OF TOURNAMENTS I

INVENTION OF TOURNAMENTS II

INVENTION OF TOURNAMENTS III

INVENTION OF TOURNAMENTS IV

ACHIEVEMENTS AND MUSEUM

HOLE 7 - NEW PROFILE OF GOLFERS, WOMEN IN THE WORLD OF GOLF AND MILLENNIALS

EVOLUTION OF GOLFER’S PROFILE

GOLF AND WOMEN I

GOLF AND WOMEN II

GOLF AND WOMEN III

GOLF AND WOMEN IV

GOLF AND WOMEN V

GOLF, WOMEN AND MULTIFECETED EVENTS

JUNIOR PLANS

GOLF AND CLOTHING

TEACHERS AND MILLENNIALS

MILLENNIAL LEADERS

HOLE 8 - GOLF CLUBS IN THE 21ST CENTURY

CLUBS AND ENVIRONMENT OF THE 21ST CENTURY

CLUBS AND CORE BUSINESS

THE EXPERIENCE OF REAL MADRID

OPEN MIND CLUBS

CLUBS AND NEW ERA

CLUBS AND STORYTELLING

CLUBS AND DELOCALIZATION

E-LEARNING AND CLUBS

CLUBS AND CO WORKING

CLUBS AND NETGOLFING

CLUBS AND LOCAL MEMBERS

GOLF FUN AND CLUBS

CLUBS AND MEMBERS IN COLABORATIVE INTELLIGENCE

INNOVATION IN GOLF CLUBS ¿INDOORS OR OUTDOORS?

CLUBS AND HUMAN RESOURCES IN THE 21ST CENTURY

CLUBS AND TRAINING OF THEIR LEADERS

CLUBS AND LEADERSHIP

FARSIGHTED LEADERS

HUMAN FACTOR STRATEGY

CLUBS AND DRIVING RANGE

CLUBS AND AFTER OFFICE

CLUBS AND NEW OUTDOOR SPACES

CLUBS AND DISRUPTIVE ACTIVITIES

CLUBS LOW COST

HOLE 9 - GOLF, CLUBS AND ANECDOTES

LIFE STORIES

DIEGO OUR FRIEND FAN OF GOLF AND HIS SCORE UNDER PAR

THE ANECODTE BETWEEN ROBERTO DE VICENZO AND SEVERIANO BALLESTEROS

THE AUTHOR IN THE OLD COURSE OF SAINT ANDREWS

THE PARAGUAYAN BARTENDER AND HIS BET WITH A MEMBER

THE CAPTAIN OF THE TEAM GENEROUS WITH THE MONEY OF OTHERS

LUISITO THE IRASCIBLE PLAYER

EPILOGUE

ACKNOWLEDGEMENTS

BIBLIOGRAPHY

BOOK SUMMARY

BACKGROUND OF THE AUTHOR

PROLOGUE

The existing bibliography on golf is mostly related to the teaching of this sport. There are also a lot of biographies of the greatest golfers in history or other works that illustrate with images the best holes and the most beautiful courts in the world.

But in the libraries of golf lovers there are not many books about golf management in clubs, and even less related to new perspectives about golf and the latest trends that have emerged since the beginning of the 21st. Century.

The lack of specific contents related to golf management has challenged me to venture in the writing of a book that develops issues such as management, management tools, strategic visions and new trends of golf in the 21st. Century.

But I was particularly interested in focusing on calling the attention of those who govern the golf of the big unconquered market existing in the world in order to attract many other people as enthusiasts of this sport.

The historical benefits that characterize golf and the boost given by the pandemic black swan, enhance the growing possibilities of the world of golf.

For these reasons, I had the intention that this piece of work would help golf decision makers to trigger new reflections in order to seize the great opportunity we now have to enhance their development and specially stimulate the growth of golf clubs.

As the eighties and nineties of the 20th century were a great era in the global growth of golf, I think that at the beginning of the third decade of the 21st century we have a great opportunity to relaunch even stronger the development of this magnificent sport.

And we say that we are before a special moment because the pairing between golf and health has gained a powerful and unusual value for all the benefits that golf gives to its followers.

Moreover, if organizations and clubs around the world overcome certain levels of stagnation they are into and adopt new management methods according to the 21st century they will surely could achieve a bigger development.

It is vital to understand the main causes for which traditional golf has suffered some kind of stagnation, work against them in order to reconfigure a new scenario with more innovative, attractive and funny ideas, while reinventing the services offered by golf clubs.

It is very important to introduce new tools to improve the management of golf clubs, to adapt strategic plans to new social customs of the 21st century and to enhance leaders to retrain their capabilities so they can successfully govern the organizations of our sport in this complex 21st century.

The content of this book intends to introduce readers to innovative and disruptive ideas, which could facilitate debates and discussions within golf clubs, golf organizations and other main actors such as big companies related to the powerful industry of golf.

This copy summarizes the collection of a great number or articles I have published, with some conceptual aggregates for each chapter which I hope they could serve as inspiration to generate new opinions that focus on management of golf.

Golf is an extraordinary sport that still has a long way ahead and there is a world of people to invite so they can include it as part of their daily life.

Golf is synonym of sport, health, education, sociability, work, economy and much more.

And the most important feature is that it can be shared with the whole family as it is one of the few sports that can be played at all ages and with all the loved ones. Needless to say that it is an endless source of making great friends.

There are millions of future golfers that still are no part of our community and the great challenge is to conquer them.

Dr. Miguel A.R. Donadío

Introduction

The 21st century resulted to be a tsunami that has caused big transformations in all activities and golf has not been the exception. Although golf industry and organizations related to this sport have tried to keep pace with those changes, they still have to introduce new management tools and move forward with new modernity.

Based on this understanding, each chapter of this book deals with different topics I believe would help to reinterpret what is happening in the world of golf and I hope they inspire decision makers to generate new ideas in order to enhance the growth of the world of golf.

In Chapter One named “Golf, clubs and new management tools” I considered it was important to highlight different management tools that belong to the corporate world and are not usually applied by those running golf clubs. That is why I have summarized some tools that can be helpful in the complex management of an organization in this VUCA world (volatile, uncertain, complex, ambiguous) marked by many disruptions. The DELPHI method can be used with the COOLHUNTING method in relation to future trends, so important to define short and medium term policies in a successful way. BENCHMARKING also allows us to improve management through the adoption of successful cases and good management practices from other clubs or sport organizations related to the world of golf. The idea of STRATEGIC SCRUM is also very important when rethinking the management of a golf club. The HACKATHONES, borrowed from the software industry, can also be considered a useful tool which allows adding capacity to the analysis of issues occurring within clubs. The classic book written by Edward de Bono, “Six Thinking Hats” is considered a successful tool when analyzing problems and proposing solutions for a better decision making. In the same spirit, the traditional method named Out of the Box that adds creativity to the management, can also produce better results. In this sense, there are plenty of techniques designed to introduce creativity in the management of organizations. The Agile Methodologies, Design Thinking are tools which can be of high impact when solving daily management issues. The Business Model Canvas is perfect to rethink the business model of the clubs in this 21st century, because it is probably that what we have been doing for years maybe will not guarantee the economic sustainability of the organization nowadays and also of resorts with golf courses. The idea of Blue Ocean, extraordinary tool created by W.Chan Kim and Reneé Mauborgne to rethink business in organizations, can have a great impact in the management of an organization related to golf in the 21st century. Traditional SURVEYS and FOCUS GROUP are always good tools to sound out the atmosphere of our organization and the technology we have today facilitates this task a lot. In golf clubs there are members that can offer valuable feedbacks for the management of the institution. In this case CROWD formats can strongly boost the results of the organization. There are some tools that used together can produce a high quality diagnosis of the current state of a club or other kind of organization. The usage of the FODA analysis together with CAME and PESTEL analysis can be of great help to design a strategic plan with solid foundation. To sum up, in this first chapter I go over a number of tools that can add value to the management of clubs and all organizations that are related to the world of golf, with the intention of achieving better results.

In CHAPTER TWO, named “GOLF AND PAIRINGS” I address a very interesting topic for management in the world of golf like different crossings that can boost the activity. There is nothing new about the relationship that exists between GOLF and REAL ESTATE with the typical example of residential neighborhoods with golf courses or resorts with golf fields designed by the best architects of the world. But there are also new opportunities that can enhance the extraordinary marriage that for a long time has related golf to the real estate and hotel sector with all the power of the GOLF TOURISM. GOLF and BUSINESS is other pairing that has always drawn attention, but we think there is a huge potential to redefine it with new strategic alliances and new programs “Golf & Business” within the golf clubs. Education with its great delocalization has created a huge e-learning business, activity that can be captured by clubs combining it with the new home office system of work. Work, education and business are a trilogy that produces a great potential for clubs and its members. The effect of the Covid 19 pandemic allowed the reconfiguration of the relation between GOLF and HEALTH, and with good vision, strategy and marketing it can be a great tool to expand golf exponentially. Traditional pairing between GOLF and GASTRONOMY always allows the finding of different ways to enhance new offers in golf clubs. The world of gastronomy has many followers, has resources, TV programs, academies, among others, which could work within clubs as a new activity for its members. There is no doubt that CULTURE with all its possibilities can be a great pairing to benefit from. And the traditional pairing between GOLF and SPORTS COMPETITION also has a lot to give in sports organization of golf clubs. These are some of the most important pairings, but surely there are more or others will be created, as powerful as those herein mentioned or more.

In CHAPTER THREE named “GOLF, CLUBS AND TECHNOLOGICAL IMPACTS” I will try to illustrate about the importance that technological impact has over the world of golf and the potential which is in full apogee. E-sports related to golf will be a market to be considered because golf cyberspace is very attractive not only to traditional golfers but also to millennial golfers, who are our generational future. Social networks are great tools that have transversal impact in all activities and golf clubs cannot underestimate the true dimension they have over the management of golf clubs. The annual booking tournament is a tool that enhances the organization of the calendar of tournaments through new technological means and converting clubs into influencers could be an interesting option to enhance the economy of golf institutions. Drones are also new technological devices that can be used in golf fields for different purposes. A tour with drones guarantee the golf course superintendent an extraordinary perspective to improve his professional activity. Everything related to golf learning also has suffered a great transformation and teachers have broken down geographical barriers and teach all around the world thanks to new technologies. I cannot fail to mention new enterprises that are up to date with technology that have called the attention of a new market of golfers with the development of huge driving ranges related to the concept of “Golf & Fun”. And finally, everything related to digitalization in the administration of golf clubs is producing a great impact which will force clubs to apply new human resource polices. Staff would have to be reconverted and new talents who govern organizational changes must be found.

CHAPTER FOUR named “TRADITIONAL GOLF AND DISRUPTIVE GOLF” is not meant to cause a controversy but to focus on the survival of traditional golf as we have always known it and the appearance of disruptive golf which includes new modalities that combine a more playful and recreational activity in less time with new forms, beyond the competitive activity made of 18 holes, 14 golf clubs in more than 4 hours. In this sense, it is important to highlight other forms of anchoring golf such as “Pitch & Putt” tournaments, or putting green tournaments, 100 yards’ tournaments, gamification of innovative driving range, among others. Time factor has challenged traditional golf and new modalities that focus on reducing the playing time have been successful. We reinstall the old golf controversy of 12 or 18 holes without clubs organizing sport events in that sense. Another disruption related to golf is footgolf, a combination between golf and football which has generated many followers around the world and can be played in the same court of traditional golf. We are undergoing a period of changes and transformations. In some places like South Korea, online golf rounds have surpassed traditional rounds. This is a chapter written to widen the vision about many things that are going on outside traditional golf and in many cases have had a great development, like many new companies that have enhanced new ventures outside the traditional golf clubs. The question is if traditional golf can lose centrality in the 21st century in front of other disruptive modalities which are anchored to it.

In CHAPTER FIVE named “The unconquered market of golf” I refer to an extraordinary topic which remains crouched and is the huge unconquered market of people that could be attracted to golf, because from the industry and the management of golf we have been incapable of assessing more aggressive and effective policies in order to attract a bigger part of the market share. The new worldwide handicap was a policy applied in that sense, but it is still too early to know if results are as expected. In some countries it is amazing the penetration index of golf. Like in Canada with a rate of 15% golfers per inhabitants or Sweden with a rate of 5% golfers per inhabitants in spite of the tough winter weather that prevents the outdoor practice of the sport in both countries. Or the incredible growth of golf in South Korea with more than 3 million golfers. Many other countries with better weather conditions to develop golf, couldn’t create more powerful growing programs. I truly believe that if every golf club around the world proposes itself to enhance golf with a more aggressive policy, we will surely have an exponential growth in the years to come. For that purpose, golf industry with a wider vision must be included and also golf federations must assess a good diagnosis and apply good treatments to make golf grow in each of the countries under their scope. I also develop in this chapter some examples of how can we boost market and I highlight children as a powerful factor to attract family to the world of golf. Also the impact that celebrities can have in each club as means of attracting more golfers. It is important to segment niche markets to boost specific programs that recruit certain kind of members, like business women. Another example to target are seniors, as the new demographic factor which extends people longevity can be a good segment to conquer. There are surely many ideas to increase our mass of customers. Perceptive ideas is a great issue that deserves to be analyzed by leaders to break away from some visions that non golf players still have. My intention is to present some of those ideas that could be helpful to think about better ones so golf market could grow in an exponential way.

In CHAPTER SIX named “GOLF, CLUBS and INNOVATIVE SOURCES OF INCOME” I try to show some ideas that allow us to rethink new sources of income for golf clubs. Naming of golf fields is an idea which has not been adopted yet, however it is possible that a company would be interested in sponsoring a golf course for a specific time frame as it happens in football of basketball stadiums. Optimizing tournaments calendar is a great source of income and clubs should make an effort to find new ways to attract the attention of their customers. In some clubs, golf courses are unused during the week. Boosting family golf plans for Sundays could be a very attractive idea. VIP tournaments are another great idea to capture extra gains in the registrations of the tournament, organized in a very special way. Quality awards and raffles are always great attractions to golfers. The incorporation of new modalities in the tournaments calendar also can be a pull factor to golfers in the 21st century. And of course, incomes produced by simulators with all the attractions they have to traditional golfers and to new generations are also good choices. Another point to highlight is that clubs should modernize their commercial offer to sponsors. A club with 150 registered golfers in a tournament will not have the same negotiating power with sponsors if it also has 10,000 followers or more on its social networks. Clubs could also find sponsors that don´t want to do tournaments but benefit from their followers. Clubs have also to sharpen their creativity to create new events and in this chapter we give some ideas in this respect. The general idea of this part of the book is to stimulate the intelligence of leaders in order to think new alternatives that result in greater incomes. Do not forget to exploit night golf. A good tournament of putting green at night, with good gastronomy and music or a good after office in the golf club could be a true social and sport success.

In CHAPTER SEVEN, called “NEW PROFILE OF GOLFERS, WOMEN IN THE WORLD OF GOLF AND MILLENNIALS” I focus on the variety of our main actors which are the different segments of the market of golfers. Evolution through time needs to be taken into account. The profile of the traditional golfer and of the new golfer who is arising in the 21st