Tag: generation

Life in Flux: The Evolving Priorities of Millennial Golfers

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GGA Partners logo

Nextgengolf logo

PGA of America logo

GGA Partners & Nextgengolf Release Findings from 5th Annual Research Study on Millennial Golf Community

2021 study reveals the habits, attitudes and preferences of over 1,600 millennial golfers.

TORONTO, Ontario (March 17, 2021) – Global consulting firm GGA Partners and Nextgengolf, a subsidiary of the PGA of America, have released the fifth annual Millennial Golf Industry study entitled “Life in Flux: The Evolving Priorities of Millennial Golfers.”

The 2021 Millennial Golf Industry Survey was conducted from November 2020-January 2021 and garnered responses from over 1,600 golfers whose average age was just over 29 years old.

Cover page of the 2021 millennial research report. Title reads "Life in Flux: The Evolving Priorities of Millennial Golfers". Subheader: "Over 1,600 millennial golfers share their habits, attitudes, and preferences about golf. New 2021 findings reveal what's changing and what isn't." Title and subheader overlay image of golf couple taking selfie near flagpin on green with sunset in the background.

Key highlights of the 2021 millennial golfer study include:

– Average annual rounds played reached a new peak: 33.9 rounds, a 9% increase year-over-year and average handicap reached a record low, decreasing 5% to 8.8.

– Average spend per golf round has increased 28% over the past five years, climbing to $47 from $34 in 2017 at an average rate of $3.25 more per round each year.

– For a generation characterized as digital natives, it may come as a surprise that a substantial portion of millennials purchase golf equipment and apparel in-person, roughly two-thirds at a sporting goods store and almost half at a course pro shop.

– As a result of the coronavirus pandemic, golf has become more important to millennial golfers according to 60% of the sample. More than four in five (84%) say they are able to work from home; and over half (51%) say this added flexibility allows them to play more golf.

– Sixty-percent (60%) of participating millennials prefer golf venues that actively exhibit social and environmental values. Nearly two-thirds (64%) say these behaviors would influence their likelihood of purchase, and approximately three-quarters (73%) of those surveyed would be willing to pay more, if excellent social and environmental practices increased the costs of golf venues.

– Millennials are attracted to private clubs that offer non-golf amenities and social components. Interest is highest in amenities offering two key attributes: 1) non-traditional golf play like nighttime golf use and simulators; and 2) a multi-use club experience with casual dining, socialization and fitness.

“Not every millennial is the same, but it’s often communicated that way,” commented Matt Weinberger, Nextgengolf director of operations, PGA of America. “In our continuous work with the millennial audience and now Generation Z, we see tremendous opportunity for PGA Professionals and golf facilities to deliver value to young people while operating their businesses. The key is understanding how golf businesses mesh with millennial lifestyles.”

“What this research shows is a tremendous opportunity for golf facilities and private clubs,” commented GGA Partners’ Michael Gregory, a partner of the firm. “To succeed in attracting the next generation of members, golf facilities must build their reputations around diversity, inclusiveness, and environmental stewardship, providing an amenity and activity profile designed to create experiences which enrich the emotional connection and sense of belonging that elevates the value proposition most appealing to young golfers.”

Historically focused on golfers in the millennial generation (those born between 1981-1996, roughly ages 25-40 in 2021), the study has now begun to span two generations. Nearly one third of the sample audience now technically belongs to Generation Z (those born after 1997, roughly ages 9-24 in 2021), an emergent golfer cohort which the study will continue to evaluate in the future.

Through this study, GGA Partners and Nextgengolf have identified the evolutions happening among the golfers of the future to assist golf facility operators in finding ways to adapt and develop their offerings to meet the needs of the next wave of members and customers.

The 2021 Millennial Research Study is available to all golf facility operators. Download the report by clicking on the link below.

Download the report here

 

About GGA Partners

GGA Partners™ is an international consulting firm and trusted advisor to many of the world’s most successful golf courses, private clubs, resorts, and residential communities. We are dedicated to helping owners, asset managers, club and community leaders, investors and real estate developers tackle challenges, achieve objectives, and maximize asset performance.

Established in 1992 as the KPMG Golf Industry Practice, our global team of experienced professionals leverage in-depth business intelligence and proprietary global data to deliver impactful strategic solutions and lasting success. For more information, please visit ggapartners.com.

About Nextgengolf

Nextgengolf, a subsidiary of the PGA of America, has the mission to provide golfing opportunities for golfers of all ages and make the game of golf more relevant for high school students, college students, and adults. Through the NHSGA, NCCGA and City Tour products, Nextgengolf caters to golfers over 15 years old by proactively keeping golfers engaged through events and bringing new players into the game. For more information, visit nextgengolf.org.

About the PGA of America

The PGA of America is one of the world’s largest sports organizations, composed of nearly 28,000 PGA Professionals who daily work to grow interest and inclusion in the game of golf. For more information about the PGA of America, visit PGA.com and follow us on Twitter, Instagram and Facebook.

 

Media Contacts

Bennett DeLozier
Manager, GGA Partners
602-614-2100
bennett.delozier@ggapartners.com

Michael Abramowitz
PGA of America
561-624-8458
mabramowitz@pgahq.com

Millennials & Golf’s Value Proposition

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GGA Partners and Nextgengolf Release Findings from Annual Research Study on Millennial Golf Community

Over 1,600 millennial golfers share habits, attitudes, and preferences about golf

TORONTO (June 10, 2020) – In an ongoing research collaboration, Nextgengolf and GGA Partners have released their annual study on the millennial golf community.

Nextgengolf is a growth-of-the-game subsidiary of the PGA of America.  GGA Partners serves as an international consulting firm and trusted advisor to many of the world’s most successful golf courses, private clubs, resorts, and residential communities. Together, their report suggests ways golf facilities can adapt and develop their offerings to meet the needs of the next generation of members and customers.

“Not every millennial is the same, but it’s often communicated that way,” said Nextgengolf Director of Operations Matt Weinberger. “In our continuous work with the millennial audience and now Generation Z, we see tremendous opportunity for golf facilities to deliver value to young people, while operating their businesses successfully. The key is understanding how golf businesses mesh with millennial lifestyles.”

Featuring valuable insights about millennial golfers, the challenges they face, and opportunities for facilities to help support the long-term sustainability of the game, the research reveals three overarching observations:

1. The lifestyles of millennial golfers have changed the way they approach, experience and enjoy the game of golf.

Leading fast and casual lives, the millennial concept of “golf lifestyle” is evolving to allow for more flexibility, greater efficiency, a unification of multiple social activities into a single experience, and experimentation with the way the next wave of customers and members engage with the game.

2. Socialization and relationships are important for millennial recruitment and retention.

Millennials typically start playing golf as a result of encouragement from a family member. They primarily continue to play because of their own friendships, using golf as a platform for shared activity and a chance to connect. Family is a huge factor for millennials and will increase in significance, especially as it relates to private club membership.

3. Cost is a major concern for millennials and the biggest barrier for them to play golf.

This is partially due to lifestyle evolution and primarily as a result of funding capability.  The good news is that millennials show strong interest to join private clubs under the “right” fee structure – traditional club membership offerings and conventional fee structures are less appealing to millennials than previous generations.

“When it comes to private club membership, costs continue to be barriers for millennials but there’s a bigger picture at play,” observed GGA Partner Michael Gregory. “While price is important, the best performing clubs are focused on creating an experience that enhances millennials’ lifestyles and develops a sense of emotional connection and belonging.  An experience that also enhances the lifestyles of their family strengthens this connection, elevates the value proposition, and paves the way for greater price elasticity.”

Focused exclusively on an audience of active, avid millennial golfers with prior golf interest and experience in tournaments or golf events, the 2020 study brings forward survey findings from more than 1,650 millennial golfers and builds upon research annually conducted since 2017. To date, more than 5,200 survey responses have been analyzed during the four-year research study.

Details on these findings and more are illustrated throughout the full report, titled “Millennials & Golf’s Value Proposition” and available on the GGA Partners and PGA of America websites.

Click here to see the findings and download the report

 

About GGA Partners

GGA Partners™ is an international consulting firm and trusted advisor to many of the world’s most successful golf courses, private clubs, resorts, and residential communities. We are dedicated to helping owners, asset managers, club and community leaders, investors and real estate developers tackle challenges, achieve objectives, and maximize asset performance.

Established in 1992 as the KPMG Golf Industry Practice, our global team of experienced professionals leverage in-depth business intelligence and proprietary global data to deliver impactful strategic solutions and lasting success. For more information, visit ggapartners.com.

About Nextgengolf

Nextgengolf is an inclusive organization with the mission to provide golfing opportunities, keep golfers in the game, and make the game of golf more relevant for high school students, college students, and young adults. Through our NHSGA, NCCGA and City Tour products, we cater to golfers 15-40 years old by proactively keeping golfers engaged through events and bringing new players into the game. In 2019, Nextgengolf was acquired by the PGA of America. For more information, visit nextgengolf.org.

About PGA of America

The PGA of America is one of the world’s largest sports organizations, with nearly 29,000 professionals who daily work to grow interest and participation in the game of golf. For more information about the PGA of America, visit PGA.org, follow @PGAofAmerica on Twitter and find us on Facebook.

 

Contact

Michael Gregory
GGA Partners
416-524-0083
michael.gregory@ggapartners.com

Michael Abramowitz
PGA of America
561-389-4647
mabramowitz@pgahq.com

The Power of Women

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Women are widely regarded as connectors, more likely to invite family members and friends to join them in activities and pursuits than their male counterparts. With that in mind, GGA’s Linda Dillenbeck explores ways in which clubs can increase their appeal to women and unlock new customers in the process.

You have probably read articles encouraging clubs to increase their efforts to attract women and families as a strategy to improve long-term private club sustainability.  Most articles focus on amenities clubs may choose to add or expand, such as adding swimming pools, more casual dining options, or even introducing other sports, such as tennis.

Although the amenity package offered will certainly be a part of a prospect’s decision-making process, equally important, if not more so, is the atmosphere and ambiance a prospect will experience while visiting the club.

Make perception reflect reality

Let’s start with a simple sobering fact; your perception of your club is probably not most people’s reality. To gain a clear picture of how your club is perceived by women and families, you first need to understand what’s important to them and the type of experience they expect.

Conducting a walk-through with different profiles of female and family customers can provide invaluable insights. It’s something all club leaders should be encouraged to do.

To supplement individual club efforts, and help operational teams understand and improve methods of providing a welcoming experience to women and families, I interviewed a number of private club members and club professionals across North America, with some interesting feedback.

“Women are more social then men,” commented Teresa S. “They want to find a connection beyond business or golf, and really get to know someone. If those opportunities are provided through club events, women will bring their family and friends to share in the experience,” she added.

The vast majority of women play golf to have fun and socialize, rather than to post a score. As Kathy G. outlined: “Staff should encourage women and families to play the game as they wish, as long as it doesn’t impede others.”

Comments from several women players related to tee sheet access and were summarized by what Tiffany N. shared.  “The times ladies are allowed to play, typically on Tuesday or Wednesday morning, are not conducive to those of us who have careers. Until private clubs open up their tee sheets, it will be difficult to attract more play for business and pleasure,” she said.

“I always find it interesting when I approach the first tee and meet the starter,” stated Paula F. “They think they are being helpful by telling me where the forward tees are located. They make that statement based on gender, not skill. My advice to any course operator is to instruct their starters to remember this thought: ‘If you wouldn’t say it to a male golfer, don’t say it to a female golfer’.”

Create fun and relaxing events

Keeping two thoughts in mind – women value social experiences and enjoy connecting with family and friends while having fun – will help staff understand the elements your club should focus upon when planning events. To help you get started, here are some examples of events designed to gather women, their families and friends at the club.

  • Schedule ‘Play as you Wish’ days, inviting members to bring family and friends to play golf using formats such as alternate shot, best ball, or middle of the fairway tees that won’t impede play, but will be less intimidating for those who are not avid players.
  • Create ‘Share the Game with a Friend’ days which are crafted to be informative and fun. Instructors can provide basic tips, along with their Top 5 Ways to Feel Comfortable on the Course (positioning this as ‘Course Etiquette’ is not a good idea). Follow the range time with the opportunity to play three holes after which everyone can gather for fun, food, and have the opportunity to ‘ask the pros’ questions that arise from their experience.
  • Hosted events, conducive to family and friends that don’t involve golf, but focus on entertainment and enjoying time spent with each other. For example, a pumpkin-decorating contest with the club providing the pumpkins and tools, an annual gingerbread house-decorating event for the holidays, or a charitable giving day where members bring items (to which the club adds more) and come together with other members, families, friends and staff to assemble care packages for the local shelter.

Know your audience

Women I know do not believe they deserve special treatment because of their gender. Rather, they simply want to have the opportunity to share experiences with friends and family in a relaxed and friendly atmosphere, where the goal is having fun and creating some lasting memories of time spent together.

When you provide a relaxed and friendly club atmosphere as a stage, where women can accomplish this goal, they will be your most loyal recruiters, spreading positive word-of-mouth advertising and peer-to-peer reviews across their social networks, encouraging family and friends to connect through your club.

Using Technology to Your Operational Advantage

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In what ways are clubs realizing operational gains through new technology solutions? GGA’s Martin Tzankov outlines the solutions helping clubs to reduce costs and enhance the playing experience.

Golf and innovation do not always go hand in hand. Attempts to bolt new age technology into a traditional game and well-established club structures have often produced mixed results.

However, this doesn’t prevent club leaders constantly being inundated with new platforms, systems and applications, each with the promise of revolutionizing club operations or the member experience.

To help bring a meaningful commercial focus to this conversation, the following are some new technologies that are taking seed and proving their worth in providing actionable business intelligence, operational gains, and cost savings.

Keeping members moving

As much as we want to allow members to move around the course at their own pace, maximizing their enjoyment and social opportunity, there will often be certain individuals who create discontent through slow play.

While you may, at least anecdotally, know who these individuals are, there is often an absence of cold, hard proof.

This is where GPS-technology comes in. It’s now possible to track individual member movements around the golf course and monitor how long it takes them to play an average round. Armed with this intelligence, club leaders can address this issue and make significant inroads to solving problems around pace of play.

Clearly, there’s a balance and sensitivity to be struck when tackling this topic, and individual circumstances and other variables come into play. For this reason, you may wish to only address individuals who are repeat offenders at peak times of play – in other words, those who impede the experience for other members and guests. In any case, the data you obtain from the GPS-technology will play a fundamental role in overcoming this all too common problem.

Cutting down maintenance

There’s another side to GPS-technology; one which has the potential to unlock major cost savings. By tracking the movements of players, you can quickly establish a picture of where the common ‘pinch points’ or bottle necks lie on the course, areas where players tend to hit and lose balls, or particular hazards they find difficult to overcome.

This data will allow you to work with your superintendent more closely and proactively; looking at the root causes of the problems players face and, indeed, don’t face when navigating the course.

While there are design and maintenance tactics which can help mitigate lengthy ball searches in notorious areas, the real cost savings come from the areas where players tend not to venture…

By determining where these areas lie on the golf course through player tracking data, you can take the decision to reduce inputs and turf management in the knowledge this will not impact the playing experience. The benefits of increased maintenance efficiency to the Club are extensive. Financially, the Club will realize substantial cost savings from a reduction in chemical inputs and by doing so improve the long-term ecosystem of the course environment. From a labor perspective, reducing the managed area of the golf course will free up the workforce to increase its focus on other areas of the course and development projects. Whatever timeline you attach to these changes, the tangible long-term benefits are there and waiting to be realized.

Real-time security and data

A wave of clubs can be found upping their game when it comes to security. We have witnessed clubs installing technology such as retina scanning, geofencing, or keycards and access fobs to know who is at the club and when.

While security is the fundamental motivation behind such a move, the data this presents to clubs can prove invaluable in learning more about member engagement. Yes, there is a time commitment involved in analyzing and extracting some real value from this information, but if it can help you learn more about how some members’ engagement has tailed off, or which facilities or events they are engaging with over others, you can develop tactics to re-engage these members and boost their satisfaction levels.

Take events as an example. You may have a successful, thriving events program but find that a combination of POS and member data reveals that these are only really popular among elder members, while younger members are largely absent. We already know that the injection of younger members into these events is viewed favorably by elder members, and increased socialization will encourage a greater sense of attachment to the Club. So, it makes sense to conduct analysis into younger members’ attitudes, wants and needs from an events program so you can build on its success and make it more inclusive too.

A final thought

When it comes to implementing new technology, my message is this: be open to change. Your club may have established processes or ways of doing things, and it can be uncomfortable when technology threatens to change those. This will result in some clubs shying away when, actually, those that prosper will be accepting of the fact that change is inevitable. Not only that, they will see the opportunity change can bring.

For advice on introducing new technology to your Club, connect with Martin Tzankov.

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