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Mike Hughes

Mike Hughes

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Mike Hughes

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  1. Mike Hughes CEO, National Golf Course Owners Association

  2. Golf’s Financial Metrics

  3. Golf’s Financial Metrics • Prior to GOLF 20/20 • NGF: • Measured participation • Tracked golf course development • Measured rounds via consumer panel • Golf DataTech: • Retail Market Share Report • On-course & off-course

  4. Golf’s Financial Metrics • Prior to GOLF 20/20 (cont’d) • No standard industry definitions • Interest measured only by Nielsen ratings& tournament attendance • Various market/feasibility studies • Sporadic measurement of economic impact

  5. Golf’s Financial Metrics • Since GOLF 20/20 • Established consistent definitions • Major Segmentation Study in 2001 has served as a foundation for much of our growth activity • NGF and Golf DataTech gathered data directly from facilities on rounds with input from PGAand NGCOA • PGA TOUR included monthly ESPN Sports Poll as a measurement of interest, as well as ratings and attendance

  6. Golf’s Financial Metrics • Since GOLF 20/20 (cont’d) • Measured scope of industry • $62 billion annual business • Larger than recording & motion picture industries combined • Measured charitable impact • Responsible for raising $3.2 billion per year

  7. Golf’s Financial Metrics • Moving Forward • More sophisticated measurement and reporting • Focus on trends and outside factors • Socio-economic issues, demography, diversity, etc. • More specific revenue information • Captured at course level • Unified effort essential • Nothing more important!

  8. Golf’s Financial Metrics • Moving Forward (cont’d) • PGA Performance Track • NGCOA Financial Benchmarking

  9. Golf’s Financial Metrics • NGCOA Financial Benchmarking • Simple: Tracks two numbers – Rounds & Revenue • Leverages largest multi-course owners/operators • Modeled after Smith Travel Report • Golf DataTech chosen for pilot program • Evolved into current, full program

  10. Golf’s Financial Metrics • NGCOA Financial Benchmarking • Allows courses in a Competitive Golf Marketplace (CGM) to compare their rounds played, available tee times, and golf revenue (green and cart fees) • Individual numbers are kept completely confidential

  11. Golf’s Financial Metrics • NGCOA Financial Benchmarking (cont’d) • Program produces a Revenue Per Available Tee Time (RevPATT) and Revenue Per Utilized Round (RevPUR) index for every participant • Each can compare to the CGM average and their ranking within the CGM

  12. Golf’s Financial Metrics • NGCOA Financial Benchmarking • Implementation, data capture and reporting is administered 100% on-line • Each participant only needs to enter three numbers each month (rounds, revenue, tee time interval) • Currently: • 26 CGMs participating • Represents 580 courses • 30-40 coming on-line soon

  13. Golf’s Financial Metrics • GOLF 20/20: What’s Next? • Continued focus on benchmarking/ measurement at facility level • Consistency and coordination among all groups • Emphasis on industry’s economic impact nationally and at the state level • Rigorous measurement of specific programs and their effects

  14. Golf’s Financial Metrics • International • Establish relationships that can provide information in both established and emerging locations • Track facility development globally • Catalogue governmental, environmental attitudes toward development • Encourage measurement of all activities, share models and metric strategies