THE REVENUE
PUZZLE
HOW PGA PROFESSIONALS ARE
FINDING THE RIGHT PIECES AND
FITTING THEM TOGETHER
By Roger Graves, Senior Writer
FOR NEARLY 100 YEARS, PGA PROFESSIONALS HAVE WORN A MULTITUDE OF HATS AND PERFORMED
dozens of jobs in golf while reinforcing their reputation as experts in the game and
business of golf. Since 1916, PGA Professionals have been recognized as prominent
players, teachers and leaders of the game. PGA members are passionate promoters and
managers, tireless teachers and tournament coordinators, and fabulous fundraisers.
But as America fights to prevent recession from ship role in growing revenue, which goes hand in
becoming depression, fights escalating unemploy- hand with growing the game, at their facilities,”
ment figures, fights a volatile stock market, and emphasizes PGAPresident Jim Remy.
fights to preserve the foundations of some of the “When you look at the economy and how it may
nation’s mightiest industries, the PGAProfessional or may not impact golf facilities, it’s comforting to
must focus on one particular skill in golf manage- know that PGA Professionals are the best qualified,
ment and operations to ensure that their facilities best trained, best educated and best prepared lead-
weather the current economic storm. ers to address the challenges facing the golf industry.
In today’s challenging economy, PGA members PGAProfessionals are uniquely positioned to imple-
must be revenue raisers. ment the revenue-generating programs necessary to
In today’s ever-evolving economy, PGA Profes- keep our sport healthy. It’s important that we work
sionals can significantly enhance their value to harder and more efficiently in these tough times. It’s
employers and promote long-term job security by important that PGA Professionals be more visible
implementing innovative revenue-generating pro- and valuable. Being more valuable means managing
grams at facilities nationwide. and raising revenue. That’s literally the bottom line.”
In some markets, PGA Professionals are being Perhaps Allan Belden, PGA head professional at
placed under a microscope with a rather emphatic Worcester Country Club in Massachusetts, which
directive: Sustain and grow revenues. Attract and hosted the first Ryder Cup in 1927, expressed the
retain their members, or public facility golfers, or challenges facing PGA Professionals at private
their golf course might become a housing develop- clubs throughout the land most succinctly when he
ment, strip mall or weed field. That is the reality of observed at the PGA Magazine Merchandisers of
the new economy, with PGA Professionals playing the Year Conference in late January: “As a PGA Pro-
the point in introducing cost-saving and revenue- fessional, I feel it is my responsibility to create new
growing measures to ensure the financial viability and innovative ways to get people to participate in
of facilities throughout the country. golf at the club. Once they are there, we need to
enhance their enjoyment in those events. If we do
not take the lead on this, board members will ask
why we are there. In this economy, every single club
is looking for ways to improve income and enhance
GE T T Y IMAGES
Taking a Leadership Role
“At this critical time in the industry, it is imperative
that PGA Professionals continue to play a leader-
