Tag: whitepaper

A Club Leader’s Perspective [2022]

Date:

A Club Leader’s Perspective: Emerging Trends & Challenges 

Latest research produced in collaboration with the Club Management Association of America examines the perspectives of private clubs and what trends are motivating their decisions.

In brief:

  • Industry survey of over 200 club leaders across North America highlights the perspective of club leaders on the current challenges facing the industry.
  • A Club Leader’s Perspective explores the state of the industry from the perspective of those in club leadership roles, and what influences their decisions.
  • Club leaders weighed-in on emerging trends and challenges across five primary areas:
    • Industry outlook within the post-Covid-19 ecosystem
    • Human resources and workforce demands
    • Membership experience and programming
    • Capital planning and long-range improvement strategies, and budgeting and forecasting
    • Inflationary impacts on service

We’ve taken the pulse of club leaders regularly since the start of the pandemic, including in-depth looks at challenges and sentiments in 2021. Over the past two years, many clubs were forced to adapt to evolving public health regulations, supply chain shortages, labor challenges and sky-rocketing membership levels. Despite these challenges, club leaders are largely positive about 2022. 

Access the full report for further insights.

Read now

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. GGA Partners has offices in Toronto, Ontario; Phoenix, Arizona; Bluffton, South Carolina; and Dublin, Ireland. For more information, please visit ggapartners.com.

GGA Partners is proud to be a long-standing CMAA Business Partner.

About CMAA

Founded in 1927, the Club Management Association of America (CMAA) is the largest professional association for managers of membership clubs with 6,800 members throughout the US and internationally. Our members contribute to the success of more than 2,500 country, golf, athletic, city, faculty, military, town, and yacht clubs. The objectives of the Association are to promote relationships between club management professionals and other similar professions; to encourage the education and advancement of members; and to provide the resources needed for efficient and successful club operations. Under the covenants of professionalism, education, leadership, and community, CMAA continues to extend its reach as the leader in the club management practice. CMAA is headquartered in Alexandria, VA, with 42 professional chapters and more than 40 student chapters and colonies. Learn more at cmaa.org.

For further information, contact:

Dr. Eric Brey, Ph.D.
Director, GGA Institute
t: 715.505.7716
e: eric.brey@ggapartners.com

Whitepaper: Unlocking the Strategic Power of Member Feedback

Date:

This GGA Partners whitepaper discusses new approaches to understanding private club members. By re-imagining the potential of member feedback and charting a path towards maximizing feedback in strategic planning, private clubs can increase their attractiveness and competitiveness further.

This whitepaper reviews how Medinah Country Club strengthened its position in an increasingly competitive environment and uncertain economic time. By supplementing its understanding of member satisfaction to identify how to allocate limited resources, the Club was able to significantly impact member satisfaction and identify the greatest areas of opportunity.

Key topics and actions that are highlighted in this whitepaper include:

  • Advanced data analytics, including the Member Feedback Loop
  • Approaching data differently to pivot towards feedback opportunities
  • Unlocking the true potential of member surveys
  • Leveraging Satisfaction Impact Assessments to support club strategy
  • Delivering on the promise of data-informed decision-making

Download the whitepaper

For more information, please contact us.

A Club Leader’s Perspective: Emerging Trends & Challenges

Date:

GGA Partners Releases A Club Leader’s Perspective on Emerging Trends & Challenges Research Report

More than 500 club leaders weigh-in on trends, challenges, and pressing needs in club management emerging in the wake of the global health crisis. Now available for download.

TORONTO, Ontario (June 15, 2021) – GGA Partners, an international consulting firm and trusted advisor to many of the world’s most successful golf courses, private clubs, resorts, and residential communities, has released the results of an industry-wide research survey of more than 500 club leaders.  

The 2021 A Club Leader’s Perspective: Emerging Trends & Challenges report is a collaboration between GGA Partners and the Club Management Association of America. Researchers and analysts from both firms partnered in the development and analysis of the findings.

The research, which serves as a contemporary update on pressing needs in club management, takes a look at emerging trends and challenges from the perspective of those in club leadership roles, capturing insight from 515 club leaders, the majority of whom serve as general managers, COOs, and CEOs of private clubs in North America.

A Club Leader's Perspective: Emerging Trends & Challenges

Club leaders weighed-in on emerging trends and challenges across five primary areas: 1) industry outlooks and the ripple effects of COVID-19, 2) human resources and workforce demands, 3) the membership experience, value proposition, and programming, 4) capital planning and long-range improvement strategies, and 5) financial position, budgeting, and forecasting.

“Even before the pandemic, significant change was underway across the private club landscape,” explained Derek Johnston, a partner in the firm. “The crisis has not only accelerated these nascent changes but also introduced new obstacles and challenges for clubs to overcome. The findings of this report will be a useful reference tool for club leaders as they navigate an uncharted path forward and reset for growth beyond the coronavirus pandemic.”

This latest report is a continuation of the GGA Partners Perspective research initiative, a series of surveys the firm deployed in the spring of 2020 which dive into the attitudes, preferences, and industry outlooks of distinct club industry cohorts. The prior installment, A Member’s Perspective: The Shifting Private Club Landscape, featured findings from a global survey of more than 6,300 private club members on their attitudes toward the club industry during the pandemic and how they expect clubs to respond.

To view the research results and key insights found in A Club Leader’s Perspective: Emerging Trends & Challenges, click 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. GGA Partners has offices in Toronto, Ontario; Phoenix, Arizona; Bluffton, South Carolina; and Dublin, Ireland. For more information, please visit ggapartners.com.

About CMAA

Founded in 1927, the Club Management Association of America (CMAA) is the largest professional association for managers of membership clubs with 6,800 members throughout the US and internationally. Our members contribute to the success of more than 2,500 country, golf, athletic, city, faculty, military, town, and yacht clubs. The objectives of the Association are to promote relationships between club management professionals and other similar professions; to encourage the education and advancement of members; and to provide the resources needed for efficient and successful club operations. Under the covenants of professionalism, education, leadership, and community, CMAA continues to extend its reach as the leader in the club management practice. CMAA is headquartered in Alexandria, VA, with 42 professional chapters and more than 40 student chapters and colonies. Learn more at cmaa.org.

GGA Partners is proud to be a long-standing CMAA Business Partner.

 

Media Contact

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

Taking Club Elections Digital

Date:

The pandemic has accelerated the need to move the ballot box for club elections from paper to the computer and this trend will continue in the coming years. GGA Partners online voting specialists Michael Gregory and Martin Tzankov explain the challenges and opportunities to consider when moving your elections to an electronic voting platform.

Private golf, business, and leisure clubs spend a great deal of time and money planning, executing and delivering the results of club elections, often with discouraging voter turnout.

Over the past two years, GGA Partners, in partnership with secure platform provider Simply Voting, has worked with many clients to move the ballot box for club elections from paper to the computer. As this trend grows in the coming years, our team of skilled specialists shares the challenges and opportunities available as your club considers moving to an online voting platform.

Simply Voting logo
A web-based online voting system that will help you manage your club’s elections easily and securely.

The Challenges

According to GGA manager Martin Tzankov, the biggest challenge is trying to retrofit new technology and process to existing bylaws. “Most bylaws were written before the introduction of online voting,” commented Tzankov. “Outdated bylaws cause complexities in the process, particularly regarding proxies. It is important to understand what you can and cannot do to ensure the election conforms to your club’s rules.”

Another challenge is the organization of member data including current contact information and eligibility.

“The ability for clubs to segment member data is complex and critical,” stated Michael Gregory, a partner at GGA. “Whether it is a current member whose dues are in arrears, or a new member who became eligible while the vote is taking place, clubs must ensure that only eligible votes are tallied in the final results.”

It’s a simple fact that humans make errors and there are times members who were against an issue will question the integrity of any vote. Online voting eliminates that challenge by providing the ability to audit the process from start to finish.

Mobile smartphone screen depicting digital survey with quote "The biggest opportunity for clubs that choose online voting is increased member participation in the process" - Martin Tzankov, GGA Manager

The Opportunities

“The biggest opportunity for clubs that choose online voting is increased member participation in the process,” said Tzankov. “Members use technology every day so casting their vote on their computer or mobile device, which often takes less than 5 minutes, is simple and easy. And while there will be some members who prefer paper, in our experience, the majority of members prefer the online option.”

Along with increasing the experience, participation, and satisfaction of members, online voting is a powerful tool to segment the results by age, membership category and other data sets. Data segmentation allows your club to identify and track trends across a wide spectrum of subjects, providing valuable insight for future planning.

The capability to deliver a consistent schedule of communications is another opportunity provided through the online voting platform. Rather than incur the expenses of printing and mailing information, your team can prepare and schedule a series of email communications to inform and remind electors of the voting period and then deliver the results in a timely fashion.

“Environmental sustainability is increasing as a factor to choose one club versus another,” added Gregory. “Clubs who implement online voting have the opportunity to send a clear message that they are taking steps to minimize their impact on the planet.”

Eliminate The Risk

Warren Buffet has been quoted as saying, “Risk comes from not knowing what you are doing.” There is great truth in that statement.

To understand the risks and rewards of online voting, we encourage you to have a conversation with specialists Michael Gregory or Martin Tzankov to gain the knowledge you need to ensure successful elections at your club.

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

Martin Tzankov
Senior Manager, GGA Partners
martin.tzankov@ggapartners.com
905-475-4012

Download the info sheet

Life in Flux: The Evolving Priorities of Millennial Golfers

Date:

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

In Pursuit of Innovation

Date:

GGA Partners Releases Innovation Whitepaper as Part of Thought Leadership Series

‘In Pursuit of Innovation’ aims to provide managers with guidance to unlock creativity

TORONTO, Ontario – GGA Partners, a global consulting firm, has released In Pursuit of Innovation, the fourth in its series of thought leadership whitepapers. This authoritative guide explores how surviving in today’s competitive landscape depends on the ability of clubs and organizations to unlock their creative potential and offers up several guidelines to allow freedom of thought and imagination.

In Pursuit of Innovation highlights the way companies must continuously transform in order to survive and how a constant pursuit of innovation will guard against failure, whether gradual or sudden.  The paper clarifies exactly what constitutes innovation, where it comes from, and how club leaders can practice innovative thinking to unlock a culture of creativity.

“Our experience with thousands of private clubs over nearly three decades shows us that without innovation clubs become stale, membership falls until it eventually flatlines, competitive advantages diminish, members become dissatisfied, and talented staff look elsewhere,” explained GGA Partner Henry DeLozier, one of several authors of the piece.  “Innovation can come from anywhere inside an organization, and we think it should be encouraged from all corners, from the folks raking bunkers to the person answering phones to the accountant balancing the books.”

Innovation happens at the intersection of problems, opportunities, and fervent minds but must be deliberately sought, practiced, and encouraged at all levels. “It’s normal in any business to want to maintain the status quo. It’s comfortable, it’s safe, and it’s easier than making changes,” said DeLozier. “In reality, the status quo only works for so long. If you’re going to grow, you must innovate.”

In Pursuit of Innovation illuminates four common roadblocks to an innovative culture and identifies the steps necessary to unlock a culture of creativity.

In addition to innovation, GGA Partners has published new whitepapers on strategic planning, branding, and governance which are accessible via the firm’s website.

Click here to download the In Pursuit of Innovation whitepaper

 

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.

Media Contact:

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

Leveraging Differences in the Boardroom

Date:

GGA Partners Releases New Whitepaper on Private Club Governance as Part of Thought Leadership Series

‘Leveraging Differences in the Boardroom’ Now Available for Download

TORONTO, Ontario – International consulting firm GGA Partners has released Leveraging Differences in the Boardroom, the third in its new series of thought leadership whitepapers. This authoritative guide explores the benefits of clubs with diverse boards and suggests several steps to take when recruiting with diversity in mind.

Leveraging Differences in the Boardroom evaluates the consequences of unintentionally insular board composition and challenges the idea of “sameness” in the boardroom, which limits the ability of a board to effectively perform its duties and threatens a club’s health and longevity. The paper illustrates how multiple perspectives contribute to greater success in governance and argues for adjusting the profile of a club’s leadership to better serve members and prospects.

“We often see board members with similar professional, cultural, and ideological backgrounds and perspectives,” explained GGA Partner Henry DeLozier, one of several authors of the piece. “Boards that are neither representative of the membership nor reflective of their surrounding community risk losing the opportunity both to serve their current members and to attract new members.”

In addition, the whitepaper encourages that clubs intent on increasing diversity among their board take a holistic, multi-dimensional approach to its creation. “Forward-thinking boards understand that it is the breadth of perspective, not the mere inclusion of various diverse traits, that benefits the organization,” said DeLozier. “In addition to social diversity, professional and experiential diversity are also important in increasing the range of perspectives represented on the board.”

Board diversification is likely to be met with resistance from the status quo, which the paper aims to help club leaders overcome by providing tactics for building a diverse board, developing new board member criteria, and making a commitment to diversity.

In addition to governance, GGA Partners recently published new whitepapers on strategic planning and branding. The firm has announced that another in the series focused on innovation will be published through the third quarter of 2020.

Click here to download the whitepaper

 

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.

Media Contact:

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

Speaking the New Language of Brands

Date:

GGA Partners Releases New Whitepaper on Private Club Branding as Part of Thought Leadership Series

‘Speaking the New Language of Brands’ Now Available for Download

TORONTO, Ontario – International consulting firm GGA Partners has released Speaking the New Language of Brands, the second in its new series of thought leadership whitepapers.  This authoritative guide redefines a traditional brand value equation and illustrates how adding emotion and experience to a private club’s brand story will increase its value with members.

Speaking the New Language of Brands highlights ways iconic “mega-brands” mold, define, and advance their organizational identity toward the goal of influencing consumer purchasing decisions.  The paper evaluates a traditional outlook on the brand value equation and asserts a redefinition which paves the way to enhanced value perceptions among private club members.

“Traditionally, the key to building value in the eyes of the consumer has been demonstrated in a simple equation, where perceived value is equal to performance divided by price,” explained Henry DeLozier, one of several authors of the piece. “We believe there is a far more effective – and cost efficient – way to increase the value members place in your club and in your brand. It’s by introducing emotion and experience into the equation.”

In addition, the whitepaper argues that a successful branding program is based on the idea of “singularity” and should be designed with differentiation as the primary goal.  “Harkening to the days of the Old West, a branding program should differentiate your cow from all of the other cattle on the range,” said DeLozier.  In other words, creating in the mind of a member or prospective member the belief that there is no other club on the market quite like your club.

Building a brand is easier said than done.  For club managers not familiar with the brand development process, the whitepaper explains six essential steps for clubs to follow when constructing their brand and draws on examples from inside and outside the private club business.

In addition to branding, GGA Partners recently published a new strategic planning whitepaper and has confirmed that others in the series focused on governance and innovation will be published through the third quarter of 2020.

Click here to download the whitepaper

 

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.

Media Contact:

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

The New Urgency of Strategic Planning

Date:

GGA Partners Continues Thought Leadership Series with Four New Whitepapers

‘The New Urgency of Strategic Planning’ Now Available for Download

TORONTO (June 10, 2020) – GGA Partners – international consulting firm and trusted advisor to many of the world’s most successful golf courses, private clubs, resorts, and residential communities – will continue its thought leadership series with the publication of four new whitepapers to help leaders of golf, club, and leisure businesses make better-informed decisions regarding key planning and marketing challenges.  The whitepapers focus on strategic planning, branding, governance, and innovation.

Let’s Face It, Times Are Changing

That may be the understatement of the year.

Between rapidly advancing technology, economic uncertainty, transforming demographic and lifestyle stressors, and a digitally-connected global community, the environment for club and leisure-related businesses is more competitive than ever.

The business landscape is shifting and management stances are evolving, yet the principles of competition endure: one’s gain is another’s loss and the strongest will come out on top.

Knowledge is a tremendous source of strength and GGA Partners is developing authoritative reports on the industry’s most pressing issues and constructing advanced problem-solving guides for the road ahead.

The New Urgency of Strategic Planning

The strategic planning whitepaper, which can now be downloaded from the GGA Partners website, focuses on a misconception regarding the strategic planning process, according to Henry DeLozier, who along with GGA partners Steve Johnston, Rob Hill, Derek Johnston, and Michael Gregory authored the paper.

“Because of its traditional long-range horizons, many club leaders don’t prioritize strategic planning,” DeLozier said. “With conditions inside and outside the club environment changing as quickly as they are, there’s a new urgency to strategic planning.”

In addition, the whitepaper argues for a shorter planning cycle, ranging anywhere from 12 to 24 months, and a closer connection between strategy and execution.

“Businesses that are directly affected by shifts in the economy and consumer preferences should consider shorter planning cycles,” Johnston said.  “Think about it: Would a five-year strategic plan created in 2015 successfully guide your business today?”

Today’s most successful clubs look at their strategic plan as a blueprint for action, Hill added. “They don’t put their plans on a shelf to gather dust. They’re implementing their plans, adjusting as needed and executing their vision for the club.”

For club managers not familiar with the strategic planning process, the whitepaper explains five key steps in developing a plan and draws on examples from inside and outside the private club business.

In addition to strategic planning, other whitepapers in the series focused on branding, governance, and innovation will be published through the third quarter of 2020.  Discover more about the cross-section of high-impact topics GGA Partners is studying at ggapartners.com.

Click here to download the whitepaper

 

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.

Media Contact:

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

Millennials & Golf’s Value Proposition

Date:

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

Menu