(Editorial) Change: golf as a business

The sign hung on the wall behind the service counter of a print shop in the 1980s, and the trade-off options it presented to customers fit almost any business then. At the time, I considered the sign to be clever. Now, the sign comes to mind because it shows how much business has changed. Updated for 2004, the pie chart would need a fourth slice labeled “What else have you done for me lately?” and the question below the chart would read, “Pick all four … or add more if you like.”

Golf has become a business. But what does that mean? And more importantly, what does it mean for golf course superintendents?

Often, the answer is uncomfortable change. Change in the way you think about yourself, your job and the results you’re expected to produce. If it’s true golf is a business, then superintendents have to be business savvy. It can help to see that what you’re experiencing is happening elsewhere.

One change in business is that the “back of the shop” of many businesses has become part of the “front of the shop.” Using printers as an example, there was a time when you would take your print order to the front desk, give the receptionist the materials and instructions, leave, let the printers in the back perform their magic, then pick up your order at the front desk a few days later when it was completed.

Today, the barrier between the reception desk and the printing presses are minimal or nonexistent. You’re likely to talk to the printer when you arrive. If possible, the job will be printed right then or completed soon and delivered. The increase of service is driven by increased competition by 24-hour quick-print stores and do-it-yourself desktop systems.

Even car mechanics at many service shops now have to let you watch while they work, come talk to you to let you know how things are going – as though they were a doctor performing a delicate operation on a family member – and hand you a box with the defective parts when the job is done. In the good old days, the sign at car repair shops said, “Service: $35 per hour; $50 if you watch; $100 if you help.”

So, is it any wonder golfers, committee members and just about anyone else now wants to help you with advice about overseeding, greens management, aeration, tree trimming and bunker design? These folks have been trained in the real world to get as involved as much and as often as they like. The customer today is all over the place, telling you what to do, when and how.

Driving this new reality is increased competition for players, revenue and jobs. That competition isn’t going to change any time soon, so what does it mean for golf course superintendents? Let me suggest five aspects of change to consider in light of your job:

Customers. The customer is always right. It’s good to realize the customer pays the bills, so you should make every effort to find out what his expectations are and meet them. It’s better to help set those expectations through communication and education and then exceed them.

Communication. It’s good to take the time to talk to golfers, management, employees and suppliers. It’s far better to talk with them. By definition, communication involves both our mouths and ears. It’s virtually impossible to overcommunicate.

Teamwork. It has become a cliché, but  more is usually achieved by working together. It’s even better to take the time to see how your department affects and is affected by every other department. Gaining an understanding of the big picture and the resulting goals makes it possible to align your department’s contributions.

New technology. It’s good to stay on top of new technology. It’s better to be one of the guinea pigs. Technology often fails to deliver its promises. However, anything that saves you time, saves labor, prevents mistakes or helps you be a better manager is a huge business advantage.