In agreeing with Ian, in most part, on the golf pro being best placed to step up and take increased responsibility in the running of a golf club, it is pertinent to first note the business fundamentals behind such a proposition. As Ian has alluded to, the present economic climate is urging organisations to re-consider the financial implications each employee has on the club. This, of course, is only to be expected of a well-managed operation. What’s more, in today’s market, it is not only the position of the golf pro that is being reviewed. Golf businesses, both large and small, have a disparate group of employees who, in their own way, all contribute to both the successes and challenges of the operation. Therefore, as well as considering the financial implications in withdrawing a pro’s retainer, or reducing the cleaning staff from three to two, or deciding against the renewal of a lease on a maintenance machine, the club should also consider what value, in real terms, all employees of the club add, or can potentially add, to the bottom line. In other words, how much can each employee contribute to the club’s revenues versus how much they cost. It is only by reaching a conclusion in this analysis can the club move forward to the next stage of considering a change of role for an employee. Furthermore, it may not only be the golf pro who has a desire to progress their career. Cleaners, F&B staff, maintenance employees, administrators, marketing managers, golf co-ordinators, directors of golf and secretaries may all have a wish to move within the business. However, for general operatives, most internal moves do not require the same knowledge base and expertise as required by a senior manger searching out a new position. Significantly, senior managers therefore have to consider their own strengths and weaknesses and whether they can add value to the business before deciding on their future. However, and this is where I agree in part with Ian’s proposition, this can only be achieved if a senior manager fully comprehends the many varying facets involved in running a golf operation. Unfortunately, for most golf operation employees, this will be difficult to achieve unless effective and long-standing training and development plans are put in place. Therefore, to rationalise costs and to improve bottom-line performance, it appears as if it is only the golf pro (experienced and fully qualified) who is best placed, in most but not all cases, to help a golf operation both survive the economic downturn and contribute to its future success. They have experience of running a business, of the P&L, of employing and training staff and of customer service developments. In addition to these basic managerial and operational skills, the golf pro should also have experience of strategic marketing, which, in today’s marketplace, is a key skill in driving new business and developing the club as a brand. Furthermore, and this is a significant advantage, the pro understands in general, all aspects of golf and the business of golf. However, and it is important for all golf clubs and operators to understand this, not all golf pros may be suitable. There is a huge difference between running a business and running a successful business. Many pros have a loyal customer base (members and golf days) which has been developed over the years by the club as whole. Moreover, it is much easier to run a successful business if customers are a ready resource, not so easy if you have to go into the market place and compete. In other words, the club must be sure that the pro understands market research, competitor analysis, yield management and in laymen’s terms, getting bums on seats. Therefore, before a club or pro decides on the next step, it would be my advice to both golf clubs and pros to revisit the current business of the Golf Professional. In other words, check out some of the small things first such as administration procedures, conversion rates and average spends, profit margins, daily condition of the pro shop, customer service standards, communication procedures, merchandising standards, IT capabilities, branded collateral, and marketing initiatives. As well as that, the pro must also be prepared to create, implement and manage strategy across all aspects of the business as well as increasing the incremental revenue streams and rationalising costs throughout the operation. Therefore, if what you see and hear is not up to the standard expected by a first class golf club operation then maybe the pro is not ready to make the move. Moreover, if the golf operation or the pro is not prepared to invest time and money in developing both his/her management and financial skills, then it may, result in reduced costs in the short-term but disastrous consequences in the long-run.

What worries me is that traditional member clubs haven't moved with the times. All your points above Ian are exceptionaly valid but I think even with golf pros moving into executive positions in running a golf club, there will be shortfalls. What do I mean by that? Well, consider the structure of a traditional'member' golf club - Golf Secretary, then the Club Committee consisting of Captain, Vice Captain, Treasurer, Head of Greens Committee, Head of Social Committee, and Competition Secretary. (Maybe I have missed someone but generally that's it!). So tell me please, who is looking after Sales & Marketing (traditional offline marketing)/PR & nowadays online marketing? Answer? No-one! Their structure doesn't allow for it....some of the task is taken up by the Golf Sec for sure, but generally that's as far as it goes....there is no expertise and responsibility in the club to 'sell' and 'market' the club and facilities - slightly different with Private clubs as the owners are more likely to be much more commercial in their outlook, but traditional clubs have to wake up the fact they are running BUSINESSES! Golf clubs have to start looking outside the box. CMM is absolutely right, this is no longer about placing a retired executive in a golf club because he likes spending time at the golf club and the Golf Sec job appears to be a doddle. This is about long commitment to a career in golf management, with the associated qualifications. Don't forget there are many other facets to the golf industry that can path the way for a terrific career in a great sport. I also share the view of Ladiesontour, in the previous blog, in that it is high time we saw many more ladies in senior positions in the wonderful world of golf.