PGA NEWS
in collaboration with
Retail Tribe indicated
that 100% of golfers who
undertook a golf lesson in
the previous year retained
their membership the
following year. Therefore,
coaching programs can
be positively utilised to
facilitate membership
retention, with regular
coaching leading to a
direct commitment to
membership. The knowledge
of this connection is valuable to
golf clubs in the promotion and
inclusion of coaching programs
within their membership
retention strategies.
Importantly, Retail Tribe also
discovered that during and after
coaching, golfers increase the
number of rounds they play by
approximately 20%, therefore
increasing their spend at the
club (as much as 65% more on
F&B and 80% more on retail).
Accompanied play with golfers
by PGA Professionals can also
be utilised by golf clubs as an
effective membership retention
strategy. Via accompanied
play, the PGA Professional can
discuss coaching, membership,
equipment and the golfer’s
objectives, thereby gaining
valuable information to utilise in
retention. PGA Professionals can
also provide inspiration for the
golfer to improve their game, in
addition to important on-course
advice to make the sport more
enjoyable.
Engagement events at a golf club
should also be the responsibility
of the resident PGA Professional.
Consider the implementation
of skills test challenges, putting
competitions, par-3 events or
other similar events to promote
a connection between the club
and the golfer. As discussed, the
cultivation of this relationship
using a range of methods
will have a positive impact on
membership retention.
Do golf clubs currently have
their PGA Professionals in roles
that facilitate accompanied play
and freedom to coach, while
also encouraging their Club
Professionals to interact with
golfers on the first tee, putting
green, golf course and driving
range? This type of valuable
interaction cannot occur from
behind a Pro-Shop counter or
back-office.
It is vital for Golf Club General
Managers to be aware of how
many of their members are
engaged regularly in coaching
programs or make regular
contact with their resident
PGA Professional for playing
or engagement events. Do
managers and PGA Professionals
discuss member engagement
regularly? Are there engagement
reports in place to identify “at-
risk” golfers? Are there coaching
program reports indicating the
number of golfers engaged with
game improvement programs?
As outlined, PGA Professionals
have the knowledge, skills,
expertise and experience to
employ a variety of engagement
activities to connect with their
members and golfers including
accompanied play, supervised
practice, swing assessments,
club-fitting assessments, group
coaching, individual coaching,
skills challenges, engagement
events and junior clinics, and
all should be considered for
implementation by a club.
Golf clubs should consider
the value of getting PGA
Professionals out from behind
the Pro-Shop counter or
administrative office to fully
engage with their golfing
community. Consider the
redevelopment of position
descriptions to facilitate
this connection and review
strategies that incentivise PGA
Professionals for meeting
objectives relating to member
engagement, membership
uptake and retention.
Is it more valuable to have your
PGA Professionals within the
confines of the Pro-Shop for
the majority of their week, or is
it more beneficial for the club
to have this valuable employee
engaging with members and
golfers where they actually play
the sport – in events, on the
course, and on the driving range,
putting green and first tee?
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