How to Enhance Value
How can PGA Professionals enhance their value to
facility owners, operators and managers? And how
can PGA members communicate their value to
employers, making sure those in charge of hiring
and firing understand the bountiful benefits that a
PGA Professional brings to golf operations?
Sherwin Cox, PGA director of golf and general
manager at the 36-hole Ross Rogers Golf Complex
in Amarillo, Texas, has faced the challenge of growing the bottom line amid a loss of rounds played by
creating new programs and revenue-producing best
practices. He also keeps the city of Amarillo up-to-date on rising costs such as fertilizer, insurance,
water, etc., so there are no surprises when annual
profit-loss statements are finalized at the end of
each fiscal year.
“Unfortunately, some highly experienced PGA
Professionals are being moved out of the game in
this economy because their clubs don’t understand
the value and commitment that a PGA Professional brings to the table,” says Cox, who just commemorated his 28th anniversary at Ross Rogers Golf
Complex. “It behooves all of us as PGA Professionals to make ourselves more valuable to our clubs to
ensure our job security. You always need to be
worth more than what you’re being paid. The best
way to make ourselves more valuable as PGA Professionals is to build that bottom line.
“Numbers don’t lie. You can’t sit there and tell
your employer that you’re doing a good job. You’ve
got to show people on paper how you’re increasing
business and driving revenues. That not only helps
us as current PGA Professionals, but it paves the
way for future Professionals by demonstrating beyond a doubt that PGA members are the guys who
know how to drive business.”
Cox suggests producing monthly, quarterly and
“A PGA MEMBER WHO
SERVES AS A GENERAL
MANAGER BRINGS DOUBLE
VALUE TO A PRIVATE CLUB
BY BEING ABLE TO
INTEGRATE HIS OR HER
DUTIES WITH GOLF
OPERATIONS TO BETTER
SERVE THE MEMBERSHIP
AND PROVIDE A COHESIVE
APPROACH TO OVERALL
CLUB OPERATIONS.”
—BEN HAY, PGA
GENERAL MANAGER,
CRANE CREEK
COUNTRY CLUB,
BOISE, IDAHO
yearly reports for employers that show them how
their business is growing. In the PGA Professional
Report, The PGA provides a tool to assist both
members and apprentices in highlighting such
accomplishments. The Report can be accessed
through the PGA Employment Center on
PGALinks.com.
“Even if rounds are off, show them how revenue
is up or keeping pace with the previous year,” Cox
explains. “One of the biggest compliments I ever
Golf enjoys many advantages over other leisure activities – recession or no recession
Remember that proclamation by eternal
optimists in the 1980s, 1990s and into
the early 21st century that golf was
recession proof? Well, recession was
officially declared in the United States in
November, and the golf industry is not
immune. Rounds and revenues in most
regions are down, or flat at best. Avid
golfers are playing fewer rounds and fewer
recreationalists are taking up the game.
That’s the bad news.
The good news?
Golf is still being played and enjoyed in
large numbers. And golf has tremendous
advantages over the competition as it
competes with other leisure, recreational
and entertainment activities for participants
and dollars.
“The economic downturn is definitely
taking its toll on golf, but I’m the type of guy
who still believes the glass is half full,” says
PGA President Jim Remy. “You look at the
banking, housing and auto industry, and you
realize maybe things aren’t so bad in the
golf industry. I know that’s little consolation
for some of our PGA Professionals whose
facilities are struggling right now. But golf
still has a lot of factors in its favor, and the
industry is united in its efforts to keep clubs
and courses open and viable while the
economy comes back.
“I don’t know that anyone is ever fully
prepared for a recession, but golf wasn’t
caught completely by surprise. We saw the
signs and have been proactive in taking
steps to help our PGA members get
through this. The game has survived things
worse than this, and golf will endure. There
is no doubt about that.”
Indeed, at the PGA Annual Meeting in
early November, PGA officers, staff
members and prominent PGA Professionals
led breakout sessions that addressed many
economic issues and shared strategies to
prepare PGA members for the impending
recession. A common message was that
PGA members should utilize the nearly 100
years of PGA of America experience,
expertise and resources to weather the
economic storm.
“I believe wholeheartedly that in these
challenging times, the best strategy is to
invest in our future,” said PGA Chief
Executive Officer Joe Steranka. “The PGA
of America’s $3 million investment in
member education, our expanded employer
services, our collaboration with the USGA
and increased investment in golf-instruction
research will prepare PGA Professionals
even better for the future.
“Education that incorporates the latest
best practices will lead to better operating
performances. Programs geared to show
amateur golfers how to improve their ball
striking will lead to more participation.
Junior golf shares the healthy qualities of
the game with our nation’s youth and is a
proven long-term player development
program. In difficult economic times, it is
important to invest in these types of
programs to grow the game and keep golf
in the forefront of leisure-time pursuits.”
Participants in the discussion sessions at
the PGA Annual Meeting made a list of
reasons why golf has an advantage over
