{"id":6042,"date":"2019-04-23T17:13:25","date_gmt":"2019-04-23T17:13:25","guid":{"rendered":"https:\/\/toroadvantage.wpengine.com\/?p=6042"},"modified":"2023-05-08T14:57:37","modified_gmt":"2023-05-08T14:57:37","slug":"an-inside-look-at-golf-course-management-companies-and-multi-course-operators","status":"publish","type":"post","link":"https:\/\/www.toroadvantage.com\/fr\/other-golf\/an-inside-look-at-golf-course-management-companies-and-multi-course-operators\/","title":{"rendered":"An Inside Look at Golf Course Management Companies and Multi-Course Operators"},"content":{"rendered":"

An Inside Look at Golf Course Management Companies and Multi-Course Operators<\/strong><\/h3>\n

What\u2019s it like to be part of a larger group of golf courses? What are the advantages? We talked to representatives from two different types of organizations for an inside perspective. Here\u2019s what they had to say.<\/p>\n

Benefit #1: Opportunity
\n<\/strong>\u201cOne of the biggest perks for a superintendent working for a golf course management company is opportunity,\u201d says Scott Carrier, senior vice president of agronomy at Arcis Golf, which has over 50 clubs in its portfolio. \u201cWe cast a wider net, so if you\u2019re a young assistant superintendent or you\u2019re just starting out in the business, the path to achieving your goal is a little quicker. We get to see your potential and the next employer can see you in your current role, which is very helpful.\u201d<\/p>\n

The opportunities aren\u2019t just limited to a single track, either. \u201cYou’re part of something bigger,\u201d Carrier says. \u201cWe have people who have moved out of the traditional role of superintendent into a general manager role. That\u2019s rare in the golf industry, but we’re able to do it because we’re able to provide the operational training as well.\u201d<\/p>\n

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Benefit #2: Knowledge Sharing
\n<\/strong>Multi-course operator Marriott Golf manages approximately 50 courses in 13 countries, but it\u2019s different from a management company in that its role is to support the courses within its lodging brands. Most of the Marriott Golf group\u2019s recent expansion has been international, which has provided a unique opportunity to share expertise.<\/p>\n

\u201cIt’s been fantastic,\u201d says Robert Waller, senior director of golf grounds for Marriott Golf. \u201cOur international courses approach golf a little bit differently than we do, and you can learn a lot from their operations. For instance, trends like organic principles and sustainable practices have become a bit more entrenched in the UK than they have in parts of the U.S. \u2014 and I think being exposed to those practices a few years earlier has helped our operations here.\u201d<\/p>\n

According to Waller, being part of a group also provides access to other superintendents who have encountered similar challenges. Many of Marriott\u2019s superintendents and assistant superintendents have worked at other properties, and they draw on those connections when they are looking for advice.<\/p>\n

\u201cWe do pick each others\u2019 brains from region to region,\u201d agrees Craig Kight, who is superintendent at Arcis Golf\u2019s Eagle Brook Country Club in Geneva, Ill., as well as regional superintendent for five other Arcis Golf courses. \u201cI’m always in contact with our courses in Cleveland and Baltimore because we tend to encounter the same or similar things. It might be the first time at my club that we’ve faced a certain challenge, but I can pick up the phone and talk to someone who has faced that challenge somewhere in the U.S. \u2014 and they can give us the pros and cons of how they handled it as well.\u201d<\/p>\n

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Benefit #3: Training and Education
\n<\/strong>Marriott holds several organized training events, including roundtable discussions with regional \u201cclusters\u201d of properties. The group also holds an annual meeting, called GolfCON, for all of its golf course superintendents and directors of golf.<\/p>\n

Like Marriott, Arcis Golf brings pods of superintendents together by region, because they tend to have similar challenges. These annual events typically bring about 15 to 20 clubs together for three days of meetings, where superintendents can compare notes. \u201cThe conversations that occur at these events are significant and accomplish a lot,\u201d Carrier says. \u201cOur superintendents are solving problems the whole time they\u2019re there.\u201d<\/p>\n

In addition, Arcis Golf\u2019s superintendents and regional team work with corporate partners like Toro to provide learning opportunities. \u201cNot only do our superintendents get continuing education through traditional means like GCSAA and the local chapters, but they also have access to subject-matter experts from other companies,\u201d he says. “It keeps our superintendents current. It\u2019s a very dynamic industry \u2014 things are changing all the time \u2014\u00a0so sharing best practices as often as you can is invaluable.\u201d<\/p>\n

Benefit #4: Relationships and Resources
\n<\/strong>For Carrier, there\u2019s a sense of camaraderie among superintendents that\u2019s amplified within a management company. \u201cWhen you\u2019re part of Arcis Golf, you\u2019re part of an even tighter-knit group,\u201d he observes. \u201cIt\u2019s really like being part of a family that supports one another.\u201d<\/p>\n

The same holds true for Ryan Copenhaver, superintendent at Arcis Golf\u2019s Tatum Ranch Golf Club in Cave Creek, Ariz. He also serves as regional superintendent for five other area Arcis Golf courses. \u201cFrom a superintendent perspective, the most important thing to me has been the networking and relationships that I have with the other superintendents, and being able to ask each other for help,\u201d he says.<\/p>\n

Having access to additional equipment is another benefit of those relationships. \u201cWhen we go to do something like aerify greens, we can call another course in the area and borrow an aerifier,\u201d Copehnaver explains. \u201cWe share equipment back and forth.\u201d<\/p>\n

Kight says the courses share other resources, too. \u201cHere in Chicago, we have five clubs,\u201d he says. \u201cAt any moment, any club can have additional resources of labor or chemicals within an hour’s time, whether for maintenance or operations. And we’re close to St. Louis, so if a superintendent calls and he has a big event or needs something, we can get it to him within a four-hour timeframe.\u201d<\/p>\n

\u201cThe other thing we’re noticing is that hiring crew members has become really difficult,\u201d Copenhaver says. \u201cBut when we’re short-handed or a mechanic or an irrigation specialist is leaving, we can shoot an email out to everybody in the company and say, \u2018If you know of anybody, send them my way.\u2019 That\u2019s how we do a lot of our hiring.\u201d<\/p>\n

Benefit #5: Financial Success and Stability
\n<\/strong>As Waller points out, being part of a multi-course operator like Marriott Golf allows for greater purchasing power through strategic partnerships with manufacturers and suppliers. Management companies enjoy the same benefit. \u201cFor us, one of the main benefits is our relationships with our vendors,\u201d Kight says. \u201cWe don\u2019t hold each club specifically to a vendor, but we do have national accounts that give us a purchasing advantage.\u201d<\/p>\n

Waller also says that Marriott strives to align expenses and expectations, ultimately adding stability and helping the courses remain competitive. \u201cWe try to provide some consistent asset value and brand protection at the golf course that may be at greater risk if it was operated by itself,\u201d he adds.<\/p>\n

Similarly, Carrier says that being part of a golf course management company tends to lessen exposure to the kind of financial instability that could force a standalone course owner to make tough decisions about resources and staffing. \u201cThere\u2019s more security, and as a result, our turnover is very low,\u201d he says.<\/p>\n

Kight adds that golf course management companies like Arcis are smart about growth. \u201cSome companies in corporate golf grow too fast,\u201d he says. \u201cI like the approach we are taking. We have growth, but it\u2019s purposeful and strategic. We have an opportunity to review and analyze course conditions prior to any management deal or purchase. Additionally, as an operating company, we’ve done a good job of being dynamic leaders with the capital investments that we’ve put into a lot of our facilities, which sets us apart from others in our industry.\u201d<\/p>\n

Benefit #6: Competitive and Innovative Practices
\n<\/strong>For management companies like Arcis Golf, having a forward-thinking strategy is a differentiator. \u201cArcis Golf’s focus is definitely not traditional,\u201d says Carrier. \u201cOur focus is more on the lifestyle play \u2014 being inclusive of all family members, getting everybody out on the golf course, enhancing the food and beverage experience, and enhancing service essentials.\u201d<\/p>\n

Arcis is doing that by expanding programming with gamification (e.g., cornhole and bocce ball), movies on the driving range, wine tastings and more. \u201cAt the end of the day, the main driver for all of our clubs is still golf,\u201d Carrier says. \u201cWe have to have best-in-class service and best-in-class golf course conditioning in whatever market we occupy. But we\u2019re also looking at how can we take that to the next level and become more of a destination. We\u2019re not interested in just being a commodity.\u201d<\/p>\n

For Marriott, a key differentiator is the group\u2019s service-oriented approach. \u201cOur core belief as a company is if you take care of the associates, they will in turn take care of the guest,\u201d Waller explains. \u201cWe make most decisions looking through the lens of creating an environment where our staff and associates want to execute daily on the best customer service.\u201d<\/p>\n

Data provides another advantage for larger groups. \u201cFrom a business perspective, the marketing aspect of a management company is huge with the experience and databases that they have,\u201d Copenhaver notes. Marriott is also a data-driven company when it comes to golfer satisfaction. \u201cWe mine that data from several different internal and external sources, and those results drive decisions in capital spending, operational cost, staffing and countless other areas,\u201d Waller says. \u201cSome single owners may not have the ability to access and use data like that.\u201d<\/p>\n

Final Thoughts: Myths vs. Reality
\n<\/strong>In addition to these benefits, the individuals we interviewed shared a few thoughts about some of the misconceptions that may exist about management companies and multi-course operators. We have included their comments to help round out the story and give a better understanding of the big picture.<\/p>\n

Copenhaver says people need to know that not all management companies are the same. \u201cWhat makes Arcis different is that they\u2019re not a cookie cutter model,\u201d he says. \u201cThey don\u2019t try to run all their properties the same; they look at each one individually. I think that comes from the top \u2014 we\u2019ve got best-in-class leaders who have come from both other management companies as well as from outside the industry, and they\u2019re bringing all their insight from what they\u2019ve learned together.\u201d<\/p>\n

Carrier also points out that Arcis Golf focuses on performance, not politics. \u201cIt’s a true meritocracy,\u201d he says. \u201cYou\u2019re not going to lose your job because the greens chairman decides he doesn\u2019t like you. If you\u2019re doing your job, putting in the effort, hitting your targets and doing it in a professional manner, you don\u2019t have to worry. That\u2019s a benefit that can\u2019t be understated.\u201d<\/p>\n

Another misperception that Kight has encountered is that management companies are a bunch of computer superintendents. \u201cI disagree with that,\u201d he says. \u201cWe do have policies and procedures in place for reporting, but it’s reporting that every superintendent should be doing \u2014 whether you’re with a management company or not. It sets a knowledge base for your property for things like soil temperatures, chemical applications or how you train your staff to maneuver through the golf course. It just makes a superintendent an overall better manager, financially, by understanding the entire 360-degree picture.\u201d<\/p>\n

\u201cManagement companies sometimes get a bad rap in our industry, but the myth of the corporation that\u2019s all about profit is not right,\u201d Kight adds. \u201cIn my experience, they always give each facility the support they need \u2014 whether it’s a capital influx or programming. They also provide you with a network of people you can reach out to in your industry. The structure and support you receive is great.\u201d<\/p>\n

Management companies may deal with the misperception that they\u2019re all about profit, however multi-course operators can encounter just the opposite. The bottom line is that both are smart about how they maintain that profitability. \u201cI think sometimes when people hear \u2018resort golf amenity,\u2019 they think that means it can have a negative impact on the P&L, and that’s not how we view golf at all,\u201d says Waller. \u201cMarriott is in the for-profit golf business. It needs to be able to stand on its own.\u201d<\/p>\n

\u201cI think Marriott\u2019s culture is a lot like Toro\u2019s,\u201d Waller adds. \u201cWe both strive to be industry leaders in all things that we do. We don’t really rush products to the market or make a lot of drastic changes; we’re very methodical in how we go about our business.\u201d<\/p>","protected":false},"excerpt":{"rendered":"

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