Asian Golf Business April 2014

Issue #62 MARCH 2014 www.asiapacificgolfgroup.com | www.golfconference.org | www.cmaa-asia.com

CLUB MANAGEMENT ›› FOOD & BEVERAGE ›› CLUB SERVICES ›› TURF MATTERS ›› GENERAl NEWSGolf Trade Golf Course Architecture & Developers Turf Maintenance & Equipment Golf Clubs & Resorts Manufacturers

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Asian Golf Business – Official Magazine for CMAA-Asia Pacific Chapter!

ASIA PACIFIC CHAPTER



Jacket

SPECIAL EVENT // 87th CMAA WORLD CONFERENCE AND CLUB BUSINESS EXPO

B U I L D I N G A D R E A M T E A M

TEAM DYNAMICS

SPECIAL FEATUREWHAT IS THE GOLF MARKET IN INDIACLUB MANAGEMENTSYSTEMS FOR SUCCESS BYJAMES CRONK

PRUSA’S POINTCOMMUNICATION SKILLSCLUB LEADER STEWART LEE STEPPING OUT IN STYLE

MIKE ORLOFFBUSINESS OF GOLFBRUCE WILLIAMS THE GOLF SAGE – REVIEW OF THE2014 GOLF INDUSTRY SHOW

Schmidt-curley.indd 1 1/20/14 8:11 PM

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MIKE SEBASTIAN [email protected]

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2014 will go down in the annals of golf’s history as the year in which a concerted move was made to change how the game of golf is played. The one initiative that has caught the imagination of many in the industry is that put forward by Mark King, chief executive officer of TaylorMade adidas Golf who launched “Hack Golf” with a US$5 million war-chest to seek ideas to help innovate and change the game of golf. The Asia Pacific Golf Group (publisher of Asian Golf Business and Asian Golf Monthly) is a strong supporter of this call. In this issue, we decided to seek the reaction of one of the world’s leading golf architectural firms on “Hack Golf”. We elected to speak to Brian Curley, principal of the award-winning Schmidt Curley Design. This is what he had to say:

“I have been a long time fan of the concept. I am not sure 15 inches (in reference to the proposed size of the cup) is the answer as that is too big in my opinion but a larger diameter hole has a number of merits including faster pace of play and placing a greater emphasis on shot making over putting, which is the fun part of the game. Keep in mind that there have been discussions long ago that tried to place less scoring value on a putt versus a full shot ... this is not a new discussion. I

am pushing to incorporate two hole size options on our Fantasy course so that elite players and beginners alike can play at the same pace while enjoying the main emphasis of the course, the imagery and shot making over whacky, fun features. I personally think that 6 to 8 inches would keep the integrity of the game in place but speed things up by 25%. Think of all the putts you miss at the edge and all the putts you leave short for fear of the 4 footer coming back. That goes away with an even slightly larger hole. Slowing green speeds is an obvious cure as well but I do like the larger hole concept. One of my hypotheticals I have used for many years is this – imagine the game of golf did not exist and you were pitching the idea to someone. The conversation would go something like – "I have a great new idea – the game is called "Golf "and the idea is to hit a ball from one area to another. Along the way the playing surface weaves between and around hazards of sand and such and you try to keep the ball on grass. The wind and the elements cause havoc along the way and it is great exercise. The grass gets maintained tighter where the ball runs easily along the ground until you get to the "green" where the surface is very

02/03Asian Golf Business – Incorporating Club News MARCH 2014

Thoughts From An Architect On Changetightly mowed and you "putt" the ball into a hole - "How big is the hole?'" someone asks - I don't know, maybe about like this ( you say as you arc your fingers on each hands together forming about an 8 inch circle). NOBODY would say the hole should be 4 1/4 inches! If someone offered that the hole be small, the response would be "nope, that will take too long to play and it would be too expensive to keep the greens in proper shape". The hole is the size it is not because there was a lengthy debate about the issue (as any current sports organization would debate the intricate rules of its sport ) but because long ago, some Scotsman stumbled into his shed and dug up a piece of pipe that was round and able to penetrate the turf - that dimension (that mirrored the slow green speeds of the time) stuck and was never challenged in a sport that holds so dearly to traditions. Now we have a competition for green speeds that, in effect, has reduced the hole size even further. And people now wonder why it takes so long to play. The great thing about golf is its traditions . Unfortunately, it is the clinging to traditions that could cause its slow demise. I think the issue is one that needs an honest analysis rather than a knee jerk reaction.”

"I personally think that 6 to 8 inches would keep the integrity of the game in place but speed things up by 25%. Think of all the putts you miss at the edge and all the putts you leave short for fear of the 4 footer coming back. That goes away with an even slightly larger hole. Slowing green speeds is an obvious cure as well but I do like the larger hole concept."

– Brian Curley, principal of the award-winning Schmidt Curley Design.

CONTENTS

By understanding what inspires the people in your team, you will be able to get the buy in you need for any undertaking. Instilling the highest standards for training in your operation will give your team the knowledge base needed for your success. Really communicate with everyone in a way that they feel connected and you will have the most loyal people and be known as the place to work. The best part is that this is so simple and doable - why wouldn't you do it? And if you are ... Don't stop now and teach others what you are doing!! Jessica Glidewell shares her knowledge on how to be an effective leader - one needs to continually look for new ways to discover excellence in every part of his or her team and operation.

Asian Golf Business – Incorporating Club News

ISSUE #62, MARCH 2014 – TEAM DYNAMICS

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COVER STORY:

Building a dREam TEam!

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SPECIAL EVENT

87th CMAA World Conference Displays Optimism Pg12

Staged at the sprawling Orlando World Centre Marriott from February 4 – 8, club managers from America and Canada, Europe, South America, Asia and Australia networked and participated in various sessions. This enthusiasm was most noticeable at the International Symposium, a popular workshop that provided perspectives on global club management problems and solutions.

BRUCE WILLIAMS GOLF SAGE

Golf Industry Show 2014 – The Review Pg14

The show is run by the Golf Course Superintendents Association of America (GCSAA) but it is also a time and place for the American Society of Golf Course Architects, National Golf Course Owners, Golf Course Builders Association of America, the United States Golf Association, the National Golf Foundation and the Society of Golf Course Appraisers to network. This event is held annually in the USA but draws people from all around the world. GCSAA reaches out to the many international friends and members across the globe. The international lounge is always filled with people from around the world as a place to meet and greet. Bruce Williams gives his take on the event.

SPECIAL FEATURE

Golf in India – What is the Market? Pg22

India is set to become the next China in terms of golf development. Pacific Coast Design (PCD) has been site planning and designing golf courses in India since 1993 and have so far completed 15 golf projects around India. Paul Reeves and Phil Ryan of PCD give their insights on the Indian Golf market and reflect on what is actually happening in India with regards to golf development.

Golfplan Spreading Its Art & Science in the Region Pg30

This is a company that prides itself in its belief that golf course architecture is a combination of Art and Science. According to Kevin Ramsey, vice president and principal of Golfplan, regardless of whether the completed project is a resort, residential golf community, daily fee course or municipal golf course, the firm’s unique design solutions guarantee long-term success and profitability. “Remodeling and renovation, upgrading and expansion of existing golf courses receive equal consideration with new golf projects,” according to Ramsey.The firm’s partners recently sat down with Asian Golf Business to discuss their operations in the region.

Judgement Day – Understanding Club Culture Pg40

“I’m a Secret Shopper – not a professional mind you. No training needed. But secret. Unannounced. Like everyone who walks in your front door. You may not think we’re “secret shoppers.” Filling in a scorecard. But we are. And I’m looking, soaking it all in, assigning numbers to experience. In my head. Evaluating and Judging.” An interesting insight to club management by Gregg Patterson.

ANNOUNCEMENTS

Banyan Golf Club Turns Five in Grand Style

Schmidt-Curley Breaks into Myanmar! Bernhard Grinders New International Sales Manager

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04/05MARCH 2014


CONTENTS

MARCH 201406/07

CLUB LEADER

Stepping Out in Style Pg48

Asian Golf Business looks at Stewart Lee King See, Head of Golf at the 27-hole Orchid Country Club in Singapore who has spent all his life working for a club and he shares his thoughts on delivering the ideal club experience to members. An all-new column on various occupations within the club industry

CLUB MANAGEMENT

Systems for Success – Planning for Success! Pg52

The business of golf is a complicated one, and although developing a plan is not a guarantee for success, it will provide a road map that everyone can use. If created effectively, and if it’s aligned with your goals and objectives, it should make the road travelled that much smoother and you should reach your desired destination that much quicker. James Cronk shares his thoughts on this vital topic.

PRUSA’S POINT

Improving Your Business Communication Skills Pg56

James Prusa reminds us all that the lack of confidence in communication skills impedes the ability to obtain resources or to convince executive/ownership of real needs and financial requirements. These weaknesses also show up in a failure to effectively communicate to co-workers and to subordinate staff. Owners of golf courses deserve better.

BUSINESS OF GOLF WITH MIKE ORLOFF

The New Dimensions to Golf Membership Marketing Pg62

If we get to know more about the people we want to market to, we can devise new, more specific, strategies and products to attract them and more importantly retain them longer. Golf marketing Specialist, Mike Orloff presents his thoughts.

MODERN MARVEL

Simulators: The Future of Golf Pg68

NEWS, NEWS, NEWS ...

CMAA Introduces New Team for 2014 Pg76Troon International Facilities Shine Pg78Laguna Lang Co Is A Big Hit! Pg80Rio is Moving But the Pace is Worrying! Pg82Jacobsen’s Mowing Power! Pg84

ISSUE #62, MARCH 2014 – TEAM DYNAMICS

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"Simulators make a lot of sense in Asia. Golf courses are few in numbers, usually far away, often private, and very expensive. Golf simulators can bring the game of golf to the masses, where technology is usually well-embraced by the Asian public."


It's all your fault ... How do you get a dream team? We all need suggestions for development – personal and professional development. When it comes to your team, if they aren't producing the way you'd like, it's because you're not being the boss they need. Now this isn't an accusation, as much as it is an observation. Most employees have a hard time coming to the boss and telling him/her the operation could be better. They've been trained to respect your decisions and aren't sure what words to use when inspiring ideas occur to them. To be an effective leader, one needs to continually look for new ways to discover excellence in every part of his or her team and operation.

BUILDING A DREAM TEAM!

COVER STORYBY JESSICA GLIDEWELL – Senior Consultant, Profitable Food Facilities

MARCH 2014 08/09

BUILDING A DREAM TEAM!First you want to understand what each person needs to grow and develop within your team. It will take some time and effort to realize that with each person. Being at the top, You are the coach that will see what the potential is in your team, especially when they don't see it in themselves. Many times we forget to be the mentor to our team, day to day operations take up a lot of time and energy.

One of the biggest motivating factors for anyone is achievement in professional goals. Being able to see the evidence, that your dream has become reality, is what gives a certain and real satisfaction to us all.

Now let's take a look at what it means to be a motivator. I like to think of it more as inspiring than motivating, because when you're inspired there is no lack of enthusiasm. When you are inspired the job seems simple and easy to do, so it usually is done quickly. Now, at a golf club there will be a constant, steady stream of occurrences(jobs) that need attention. Jobs that will require your team, and if they are not inspired, then the job will seem like a chore and not be welcomed.

If you find yourself talking to yourself saying "why can't he/she do it like I do?" then you're definitely not leading by example. And this is the 'only' way to get things done the way you want them done. Never


WATCH HOW AN F1 PIT CREW WORKS

Asian Golf Business – Incorporating Club News10/11 MARCH 2014

expect someone to know what to do, instead rely on your ability to give clear and simple direction to get the intended results. No one else will make what you want to happen – happen, they are not you and therefore need your vision.

It is crucial to maintain an atmosphere of personal and professional growth with training/development within your team for maximum performance. We can't expect them to know it all, but we can have education and training so they will know what's required.

Professional growth will expand your whole operation, on every level, that's why it's so important to have a training regimen that is solid. Oftentimes the people on our team are only there for a paycheck and not very full of life. They will come to work and fill a spot with a warm body. While it is nice to have a body - a dream team needs more! Take a look at your team in with a new perspective. Every person you have on your roster is an opportunity to create the ideal teammate.

In my observation I've seen many people promoted within without any proper training for their specific position. It is very challenging to know what to do without guidance, don't make the mistake of letting the successor go in unprepared. I've often wondered ... Why should we have to walk around and get our bearings when taking on a new


position at a club? Why couldn't there be a manual on how to work this particular operation with all the peculiarities identified?

It is critical for communication to be timely and delivered to each level so there is no lack of concrete understanding. Being involved, knowing what's going on at work makes everyone feel more secure. It also gives your team members the opportunity to bring thoughts and ideas to the table.

Communication can be done in large groups or small but I've found one on one meetings to be the most reliable, I can tell if you are listening or not if it's just you and I. With a constant and transparent communication you will build confidence and trust within your team.

People will be open and fully self expressed rather than withdrawn and waiting for commands. It will encourage the presence of leaders within your team, making your job so much easier. Regularly your team wants to know what you know but doesn't ask you out of respect for your position and fear of stepping on toes.

The way to begin the journey for employee buy in starts with simple conversation. Get to know the people in your community, you will know what it takes to be inspiring(get buy in) once you have the personal connection. The every day job at your Club can become fun and exciting, with everyone wanting to be at work.

Personal growth brings a community together in a tighter bond. By creating job satisfaction within your team, you will be able to retain your team for longer periods of time, although sometimes being in one place too long can be stifling so don't be afraid to move.

Using strong team building exercises effectively increases morale and performance as well as brings camaraderie and fun to the operation. Implementing systems for recognition of performance and utilizing organized goal fulfillment structures will produce an 'on the team' spirit and job loyalty from every person on the team. Buy in doesn't always involve money, although we need our paychecks, most people

are happy with recognition and a higher level of understanding as a motivator.

I promise that if you take the time and put in the effort to really get to know your team, you will start to see results you would not believe. By understanding what inspires the people in your team, you will be able to get the buy in you need for any undertaking. Instilling the highest standards for training in your operation will give your team the knowledge base needed for your success. Really communicate with everyone in a way that they feel connected and you will have the most loyal people and be known as the place to work. The best part is that this is so simple and doable - why wouldn't you do it? And if you are ... Don't stop now and teach others what you are doing!!

Professional Recognition For The Club Manager Has Finally Arrived In Asia!


ASIA PACIFIC CHAPTER www.cmaa-asia.com [email protected]

Take the bold decision to become an active member of the Asia Pacific Chapter of the Club Managers Association of America.

Act Now! Download the application form and fax it to us for processing.

The Asia Pacific Chapter of the Club Managers Association of AmericaAdvancing The Profession of Club Management



If you are a golf club manager anywhere in the Asia Pacific, you can now become a proud member of the most prestigious association representing your profession – the Asia Pacific Chapter of the Club Managers Association of America.

The Club Managers Association of America (CMAA) is the professional Association for managers of membership clubs. CMAA has close to 6,500 members across all classifications. Our manager members operate more than 2,500 country, golf, athletic, city, faculty, military, town and yacht clubs.

The objectives of the Association are to encourage the education and advancement of members and to assist club officers and members, through their managers, to secure the utmost in efficient and successful operations.

CMAA provides its members with the expertise to deliver an exceptional club experience that fulfills the unexpressed needs and desires of its members and guests consistent with their lifestyles. We enhance our members' success by offering professional leadership development, ethical standards and responsive services.

This mission is accomplished through the following strategic priorities:

Providing state-of-the-art educational programmes; Representing the members to allied associations, club members and a broader public; and Providing unique information and resources that increase member performance and career potential.

Suite 06-06, Hong Aik Building, 22 Kallang Avenue, Singapore 339413 Contact: Mike Sebastian +65 9152 8162 (Mobile)

©Bruce Mathews


87th CMAA World Conference & Club Business Expo

SPECIAL EVENT

87th CMAA World Conference Displays OptimismFor almost a whole week in February, some 2000 executives from the club industry congregated in the North American resort city of Orlando for the annual World Conference hosted by the Club Managers Association of America.

MARCH 2014 12/13

Staged at the sprawling Orlando World Centre Marriott from February 4 – 8, club managers from America and Canada, Europe, South America, Asia and Australia networked and participated in various sessions. This enthusiasm was most noticeable at the International Symposium, a popular workshop that provided perspectives on global club management problems and solutions. Some of the world’s best education seminars and workshops took place at the World Conference, with multiple colossal halls filled to the brim with club managers, all eager to learn about how they can improve their operation. Apart from learning new skills and benchmarking existing knowledge, the seminars and workshops made one think differently about club management.

Key speakers asked questions and made statements that gave delegates a different perspective on problems club managers are

constantly battling. The dynamic itinerary featured more than 70 education sessions with approximately 47 percent new speakers. Attendees engaged with speakers such as: Pat Williams, Senior Vice President of the Orlando Magic, presented the first General Education Session; Charles Hazlewood. Award-winning British Conductor and founder of the British Paraorchestra, was featured at the second General Session and Bo Jackson, retired All-Star baseball and football player, closed out the event at the Awards and Conference Finale.

The 88th World Conference will be held in San Antonio, Texas on March 8 – 12, 2015.

"Some of the world’s best education seminars and workshops took place at the World Conference, with multiple colossal halls filled to the brim with club managers, all eager to learn about how

they can improve their operation... Key speakers asked questions and made statements that gave delegates a different perspective on problems club managers are constantly battling."

Watch VIDEO Highlights of the Event. To View All Photos Click here

2014 Golf INDUSTRY SHOW

BRUCE WILLIAMS THE GOLF SAGE

MARCH 2014

This event is held annually in the USA but draws people from all around the world. GCSAA reaches out to the many international friends and members across the globe. An international lounge is always filled with people from around the world as a place to meet and greet. From my perspective I was able to chat with a number of people working in Asia and also Asian companies either doing business with American companies or wanting to become distributors of products and services.

by the Numbers ...One of the best ways to sense the success of a show of this magnitude is by capturing and analyzing the numbers. Here are the most important indicators:

Attendance was 14,147 which is an 8% increase over 2013Educational seats sold for seminars were 5,192 over the short week and that is an increase of 15%

over 2013There were 6,845 qualified buyers (people making decisions for purchases or expenditures) and

that is a 14% increase over 2013561 companies exhibited at the GIS and that is a 9% increase 184,500 sq. ft. of booth space was sold and again an increase of 7% over 2013.

It is obvious that numbers were up and soon attendee surveys will tell GCSAA what members liked or what they felt needed improvement. These stats indicate a positive direction for the GIS and also mark an upward trend after seeing 5 or more years of decline that mirrored the US Economy, golf courses opened, and rounds of golf played.

the mOODThe mood of the attendees was very positive. In years past there seemed to be a question as to whether or not the golf industry had reached the bottom of a downward trend. Most have put that behind them and made the appropriate corrections in the marketplace and are now focused on moving forward in what is considered “The New Normal” for golf in the USA.

Golf courses are beginning to spend money on much needed capital improvements. Many courses had put expenditures on equipment on the back burner and now many operations are back on track with the needed equipment replacement programs and updating of infrastructure that resulted in significant deferred maintenance scenarios.

The first week of February marked the annual pilgrimage of golf course superintendents and industry related people to the Golf Industry Show in Orlando, Florida USA. For years I have thought of this event as “The Greatest Show on Turf” but it also transcends that as it covers all facets of golf course operations. The show is run by the Golf Course Superintendents Association of America (GCSAA) but it is also a time and place for the American Society of Golf Course Architects, National Golf Course Owners, Golf Course Builders Association of America, the United States Golf Association, the National Golf Foundation and the Society of Golf Course Appraisers.

Asian Golf Business – Incorporating Club News 14/15

Annika Sorenstam

2014 Golf INDUSTRY SHOW


BRUCE WILLIAMS THE GOLF SAGE


"Even though the buzz was positive there are still a lot of challenges facing the golf industry in the USA. We must learn from our lessons of overbuilding. We must work endlessly to promote the game and provide an influx of new golfers through various means to keep the game strong. Affordability is a major challenge in that golf needs to be available to the masses and not just the affluent. Superintendents have never been more challenged to provide more with less. Growing grass is important but being fiscally and environmentally responsible will be the greatest assets and skills of the superintendent now and beyond."

"Golf courses are beginning to spend money on much needed capital improvements. Many courses had put expenditures on equipment on the back burner and now many operations are back on track with the needed equipment replacement programs and updating of infrastructure that resulted in significant deferred maintenance scenarios. Manufacturers, distributors and superintendents were all very positive and upbeat about the direction golf is headed. During the week the vibe was good and it was a unanimous affirmation that golf is recovering quite nicely."

MARCH 2014 16/17

Manufacturers, distributors and superintendents were all very positive and upbeat about the direction golf is headed. During the week the vibe was good and it was a unanimous affirmation that golf is recovering quite nicely.

CHALLENGESEven though the buzz was positive there are still a lot of challenges facing the golf industry in the USA. We must learn from our lessons of overbuilding. We must work endlessly to promote the game and provide an influx of new golfers through various means to keep the game strong. Affordability is a major challenge in that golf needs to be available to the masses and not just the affluent. Superintendents have never been more challenged to provide more with less. Growing grass is important but being fiscally and environmentally responsible will be the greatest assets and skills of the superintendent now and beyond.

FUTURE DIRECTION OF THE TURF INDUSTRYIn order to meet the current needs of the industry it will be necessary for superintendents to become more educated than ever before. Grass growing skills can no longer be the sole skill required for employment. It will be important for superintendents to have skills in:

BusinessSchedulingLabor relationsManagementTrainingFleet ManagementThorough understanding of

Laws and RegulationsCompetitive PurchasingStrong communicationsTechnological competenceNot only a basic education but never

ending ongoing education as well

SUMMARYHats off to Rhett Evans, CEO of GCSAA, and his team for putting on a stellar show in Orlando. The overall event certainly rated an A on my report card. Like most events of this magnitude the team is working on plans for the next event to be held in San Antonio, TX February 21-26, 2014. This is a must attend event. While it can be expensive for anyone in Asia to attend I can make the case for an excellent return on investment for the time and money spent. For a cost of about $2000 US there are a variety of educational sessions that are free and more that are available at a low cost. These sessions have the best educators and practitioners in the business to share their knowledge and also to help educate the industry on how to solve problems on their golf courses.

It is still important for the Asian Golf Industry to attend and support their local events but take my advice and consider an occasional trip across the pond to see “The Greatest Show on Turf”!

"Even though the buzz was positive there are still a lot of challenges facing the golf industry in the USA. We must learn from our lessons of overbuilding. We must work endlessly to promote the game and provide an influx of new golfers through various means to keep the game strong. Affordability is a major challenge in that golf needs to be available to the masses and not just the affluent. Superintendents have never been more challenged to provide more with less. Growing grass is important but being fiscally and environmentally responsible will be the greatest assets and skills of the superintendent now and beyond."

"Golf courses are beginning to spend money on much needed capital improvements. Many courses had put expenditures on equipment on the back burner and now many operations are back on track with the needed equipment replacement programs and updating of infrastructure that resulted in significant deferred maintenance scenarios. Manufacturers, distributors and superintendents were all very positive and upbeat about the direction golf is headed. During the week the vibe was good and it was a unanimous affirmation that golf is recovering quite nicely."

ANNOUNCEMENTS


GENERAL NEWS

In just five years Banyan Golf Club in Hua Hin Thailand has won both international awards and many friends to become one of the top courses in Asia. The list of VIP’s who took part in the club’s 5th Anniversary tournament in February showed the club’s ability to attract golfers, celebrities and politicians to this popular Hua Hin club.

The governor of the Tourism Authority of Thailand, Thawatchai Arunyik, spoke to the 200 guests after playing in the 5th anniversary tournament, and praised the management for creating a superb golfing experience, which he said was a credit to Thailand’s golfing experience.

Golf course architect Pirapon Namatra and Smith Obayawat, Principal Clubhouse architect (OBA) have achieved the perfect blend of a challenging 18 holes across some beautiful countryside. Pirapon Namatra and his company Golf East have built and renovated over thirty courses, including the Banyan, Singha Park and the Santiburi courses plus renovations including Blue Canyon and Alpine.

Namatra said ‘I am currently building the new Waterside golf course at Siam Country Club in Pattaya, however I have many fond memories of creating Banyan which we actually complete in just 18 months. It’s a beautiful piece of land, and I think the final product is proof of that.’

Namatra added, ‘The owner didn’t want us to touch any of the trees so we left them alone too. All but one, the big Banyan tree that was in

Banyan Golf CluB Turns five in Grand sTyle

the middle of the 10th fairway which we moved about 50m to the left.

Perhaps one of the highlights is driving along to the course and seeing the magnificent club house overlooking the front nine holes. Designed by famed architect Smith Obayawat, Principal Clubhouse architect (OBA) who has also created several iconic projects including the So Sofitel and K Village in Bangkok and the Thai Consulate in Guangzhou.

‘Our Thai style clubhouse has been awarded several international awards, including winning Best Clubhouse in Asia Pacific for two consecutive years, which were very gratifying. The location is beautiful and the weather is always nice in Hua Hin, and thanks to the owners they allowed me to exercise my imagination, ‘said Obayawat.

The Dutch based owners are continually looking at ways to improve the golf club and their 75 villa Banyan Resort. But perhaps the biggest success has been the dedicated behind the scenes work headed by General Manager Stacey Walton and Stuart Daly Director of Operations. After just 12 months of opening the club was recognized as the “Best New Course in Asia Pacific” in 2010 by Asian Golf Monthly, and has continued to collect a number of awards annually. General Manager Walton said, ‘The demand for golf in Hua Hin is still growing and our long term plan, using land we own adjacent to the current course, would be to eventually create a sister course with the same natural feel of the Banyan, but a bit different in character.’

"Golf course architect Pirapon Namatra and Smith Obayawat, Principal Clubhouse architect (OBA) have achieved the perfect blend of a challenging 18 holes across some beautiful countryside. Pirapon Namatra and his company Golf East have built and renovated over thirty courses, including the Banyan, Singha Park and the Santiburi courses plus renovations including Blue Canyon and Alpine."

From Left: Stacey Walton (Director GLS), Khun Thawatchai Trunyik, Governor of the Tourist Authority of Thailand (TAT) and Stuart Daly (Director GLS)

18/19MARCH 2014

Nixon, a Bernhard team member since 2001, will be based at the company’s Rugby, U.K. headquarters and assume responsibility for all worldwide sales and marketing activities. “Our growing sales and re-energized focus on customer support demanded reallocation of management team responsibilities,” Stephen Bernhard, Executive Chairman of Bernhard and Company. “Steve will call upon the three years he spent for us in Florida to guide Gary Ray and the U.S. sales team, while also

overseeing Bernhard initiatives in Asia and Europe.” Well known by the professional golf tours worldwide as the premier blade sharpening machines, Bernhard Grinders ensure maintenance equipment at daily-fee, private, resort and municipal courses is always in ideal cutting condition. They are favored by course superintendents, owners and operators for their precise cut, ease of use, reliability, safety-first design, value proposition and more.

Bernhard Grinders neW international sales ManaGer

Bernhard and Company has named Steve Nixon International Sales Manager

“Steve will call upon the three years he spent for us in Florida to guide Gary Ray and the U.S. sales team, while also overseeing Bernhard initiatives in Asia and Europe.”

steve nixon

It’s official – the fast emerging Republic of the Union of Myanmar is all set to start work on the construction of a world class golf course. The plum job of designing and building this premier project has been landed by Schmidt-Curley Design (SCD), headquartered in Scottsdale, Arizona. This win is further acknowledgement of the company’s world ranking and the quality of work that it delivers.

SCD has been recognised as the top golf course architect in the Asia Pacific region for the past few years and has walked away with top honours at the annual Asian Golf Monthly Awards presented by the Asia Pacific Golf Group. The new project is the Mandalay Myotha Golf Club which will be located southwest of Mandalay, the last royal capital of Myanmar, widely regarded as the hub of Myanmar’s culture its commercial and business activities.

“The layout of the new course will include an 8,000-yard championship golf course along with a full service driving range and

golf academy,” according to Lee Schmidt, principal of SCD. He went on to add, “An innovative design will take full advantage of the site’s dramatic terrain, with golf holes playing along deep river canyons and fairways routed through a vast rolling landscape.”

The par-72 layout will be designed with Kyi Hla Han a former professional golfer and executive chairman the Asian Tour. “As the layout is set to play host to international events, Kyi Hla will provide valuable input on the course design to help produce a stern test for today’s best players,” said Schmidt. In addition to a state-of-the-art 18-hole golf course, this 11,000-acre project will include schools, hospitals, factories, warehouses, small businesses, parks, and various residential components able to accommodate an estimated population of 250,000 people.

Golf course construction is projected to begin in the middle of 2014 with a grand opening planned for late 2015.

schmidt-Curley Breaks into Myanmar!


special FeatureBY Paul Reeves & Phil Ryan – Pacific Coast Design

In magazine articles and at Industry events across the world you often hear that India is set to become the next China in terms of golf development. PCD has been Site Planning and designing golf courses in India since 1993 and have so far completed 15 golf projects around India so when we were asked to do an article on the Indian Golf market we wanted it to reflect what was actually happening. As comparisons to China seem to be the norm we thought it best to look at a few points of difference also.

Golf in indiaWhat is the market?

MARCH 2014 22/23

"In China the Communist Party of China owns all of the land in urban

areas through the Local Governments. So if you’re a Developer and you want to put up a private residential / resort

project, you have to purchase the land from the local government. What you purchase is

actually a land lease. You purchase the rights to use the land for up to 70 years for residential

development. In India the land is privately owned and Developers need to arrange purchase of the

land directly from individuals."

Those of us who are involved in the development of golf in Asia know that China has gone from zero to nearly six hundred golf courses in 30 years and is set to be a major player in world golf within the not too distant future. Golf in China has developed very much along the American model with large 18 hole golf courses of an average 60 ha (150 acres +), clubhouses and villa development being the norm.

There has been little deviation from the China golf model with virtually no smaller or nine hole golf projects being developed which is quite a contrast to Indian golf development.

India has had golf courses for over 80 years and in the past 30 years has had only 49 new golf courses built. The majority of such new golf courses have been developed very much under the “Indian model” being a hybrid of British, American and Indian influences with the average 18 hole golf course area being under 48 ha (120 acres). The size of the average golf course is not the only differentiation with China though as around half of the 45 golf projects constructed in India are smaller nine hole or Par 3 golf products.

The point should be made that while land area for golf in the two

countries and the type of golf product varies significantly the majority of all golf projects in both countries are linked to residential development.

It is obvious to those who have worked in India that these two major Asian powers have very different golf markets, and there are a number of factors that have led to this very different development scenario for golf in India.

Firstly, India has actual land area of 2,973,193 sq km while China has actual land area of 9,569,901 sq km which is more than triple India’s. GDP – per capita (purchasing power parity) in India is US$3,900 (2012) while in China it is US$9,300 (2012 – World Bank) which is more than double India’s.

In China the Communist Party of China owns all of the land in urban areas through the Local Governments. So if you’re a Developer and you want to put up a private residential / resort project, you have to purchase the land from the local government. What you purchase is actually a land lease. You purchase the rights to use the land for up to 70 years for residential development. In India the land is privately


special FeatureBY Paul Reeves & Phil Ryan – Pacific Coast Design

KEVIN RAMSEY

owned and Developers need to arrange purchase of the land directly from individuals.

Following India’s independence in 1947, land reforms were undertaken by the new and successive Governments that included three major aspects (a) abolition of the intermediaries (b) tenancy reform and (c) the redistribution of land, using land ceilings were undertaken. The outcome of such reforms led to many former tenants and farmers gaining ownership of land but in many, often very small holdings.

These land reform programs, increasing population and a better economy have led to land parcels diminishing in size / area and thus making land accumulation for a potential residential or golf project a more difficult task. What may have started as a small to medium farm area, after a few generations with such land being divided among surviving children and then their children, many very small parcels of land is the result (often only a few acres), or land with many registered owners. As of today (it is changing) in many Indian States there is no central registry of land holding titles and many records of land ownership are on bits of paper with vague references to actual site conditions.

As an example, one of PCD’s first residential / resort projects in India accumulated 202 ha (500 acres) of land and to do this had to get signatures of over 4,200 persons, many of whom now lived in distant parts of India or even overseas. Obviously such a process did take many years and even when we started the project we had “outparcels” within the site, small areas of land that did not belong to the Developer that we had to avoid. To this day this is still a common issue for most Developers.

Land acquisition processes have improved in India over the past five years with many State Governments implementing township policies, that is regulations covering land for residential type projects over 40.5 ha (100 acres) in size. Such legislation normally sets out minimum areas for recreational “open space” to which a potential golf course may fit into and this may vary between 20 to 45% of the property.

Land may be compulsory acquired by Government and legislation has just been put in place outlining the requirements for compensation, resettlement and social impact. The Right to Fair Compensation and Transparency in Land Acquisition, Rehabilitation and Resettlement Act, stipulates mandatory consent of at least 70% of affected people for acquiring land for Public Private Partnership (PPP) projects and 80% for acquiring land for private companies.

However being a democratic country, social activism is very strong in India and everyone is entitled to take an issue to Court which may then involve many, many years of legal argument, mainly due to the current slow pace of India’s overworked legal system in relation to such matters.

The economic situation also comes into the equation with the cost of land in India increasing exponentially as both the population increase adds pressure for housing and many more Indians have an increasing amount of disposable income, leading to more speculative investing in land. The ownership of land has always been a significant status

Golf Development in inDia 2013 DoWnloaD pDf

A list of all the golf projects done in India including all 15 current (2013) projects.

apaRtment CompaRiSon ReSeaRCH DoWnloaD pDf

PCD Comparison chart of investment return on golf related Apartment projects in Noida compared to similar non-golf Apartments.

"With space being at a premium within new residential apartment developments, if there is a golf course planned then the golf course is usually a 9 hole or Par 3 golf course, the views are still golf and the courses are a great place for beginners to learn or the expert to hone their all important, short game skills. Such golf related apartment projects are coming up all around India but the first such examples came from the Jaypee Greens Golf in Greater Noida a few years ago, these have been so successful that the JP Group has completed another project in Noida (Wishtown)."

"Given the above land related issues it is not surprising that out of the fifteen current golf projects in India (under construction as of December 2013) only two have no residential component (remote golf situations), only three are 18 hole golf projects with a golf area of more than 40.5 ha (100 Acres) and the balance are either nine hole or Par 3 golf projects mostly associated with Apartment style developments. All of these smaller golf courses have both membership (from the residential) and green fee play making them quite accessible."

MARCH 2014 24/25

symbol in India and now with the economy doing well over the past ten years many Indians have the opportunity to invest.

China’s population is larger than India’s at the moment, but India’s population is expected to surpass China’s by 2025 (World Bank, 2012). The population increases are putting real pressure on infrastructure around Indian cities which unfortunately is simply not keeping up with the pace of population growth / requirement for new dwellings. Without the required infrastructure, Developers often cannot move outside of the fringes of major urban areas or newly planned urban zones, both of which have high land values and make providing land for recreational purposes like a golf course as a part of any proposed project a very expensive option.

Due to the excellent infrastructure in China, Developers can look to do villa type residential / resort golf projects well outside urban areas, with investors still able to link into the urban business community nearby. In India many Developers have to stay closer to the existing infrastructure and are tending to go upwards with many golf projects now being set among high rise apartments.

The investment in land does not stop at the domestic market either, many educated Indians have done very well in business in the USA, UK, Asia or the Middle East and they are also investing in land in India, which in turn adds more pressure to prices.

Given the above land related issues it is not surprising that out of the fifteen current golf projects in India (under construction as of December 2013) only two have no residential component (remote golf

situations), only three are 18 hole golf projects with a golf area of more than 40.5 ha (100 Acres) and the balance are either nine hole or Par 3 golf projects mostly associated with Apartment style developments. All of these smaller golf courses have both membership (from the residential) and green fee play making them quite accessible.

With space being at a premium within new residential apartment developments, if there is a golf course planned then the golf course is usually a 9 hole or Par 3 golf course, the views are still golf and the courses are a great place for beginners to learn or the expert to hone their all important, short game skills.

Such golf related apartment projects are coming up all around India but the first such examples came from the Jaypee Greens Golf in Greater Noida a few years ago, these have been so successful that the JP Group has completed another project in Noida (Wishtown).

Now other cities around India are getting in on the act. In Delhi the new Ambience Caitriona apartments overlook a Par 3, nine hole golf course, Unitech Karma Lakelands (Gurgaon) has apartments being developed with a view over the full 9 hole golf course.

In Noida the Unitech Country Club has apartments nearing completion which overlook the 9 hole championship style golf course. Several new projects are coming up in this area also with 9 hole / Par 3 golf courses associated with the community Club facilities.

In Chennai the Aavisa township with currently a nine hole golf course (18 holes planned) has (167.3 acres) of apartments planned. The Hirco

The Par 3, nine hole PCD designed Blue Ridge Golf set among the

Apartment towers.

The PCD designed 18 hole Oxford Golf Course in Pune, voted the best golf course in India at Asia Golf Summit, November 2013.

"India, like China has and will continue to develop world class International standard 18 hole golf courses but we get the feeling that the large number of accessible smaller golf facilities in India may well lay the foundation for a more sustainable growth of golfers in India over the longer term."

Asian Golf Business – Incorporating Club NewsFEBRUARY 2014

special Feature

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BY Paul Reeves & Phil Ryan – Pacific Coast Design

Palace Gardens with a 9 hole golf course has apartments already completed with residents moving in.

In Pune the Blue Ridge Apartment project (Paranjape Schemes) at Hinjewadi has its 9 hole / Par 3 golf course and golf academy completed with all the apartment purchasers able to see the view from existing towers.

Outside of Mumbai, Indiabulls has a new project at Savroli with an 18 hole / Par 3 golf course and apartments which is under construction. In Navi Mumbai apartment towers overlooking the new 18 hole Kharghar Valley Golf Course are capitalizing on the CIDCO constructed public golf course with CIDCO also planning future apartments within the golf course.

This is not to say that such apartment / small golf style projects are the only golf happening in India.

Kolkata has a planned 18 hole golf course (GreenTech City) with villas and apartments and another (Calcutta Riverside) 9 hole course with both villas and apartments.

In Mysore, the 18 hole Eagleburg Golf project of Par 72, 7300 yards in length has already commenced construction and have villas under development with apartments overlooking the golf planned for its third phase.

The 18 hole golf projects in Bangalore (Golfshire & Clover Greens) completed over the past few years have only villas for sale which is going away from the trend but the newer projects planned will

likely all include some apartments. Even the new 9 hole residential / Kimmane resort golf course under construction in the regional city of Shimoga (Karnataka) has eight apartment towers planned for its phase 4.

Do the “Indian model” / smaller golf course / Apartment style projects give the added return on investment that is normally expected of residential golf projects in other parts of the world? Well PCD undertook research on villa and apartment sales in six major cities around India in mid 2013 and this confirms such investment returns. Reviewing the price differences / statistics between the apartments within golf projects and similar standard (bedrooms, area, level & amenities) apartments nearby or closer to the main city we found that in Pune, a golf facing apartment will achieve a minimum additional 22% (Rs/ft2) price over non golf apartments.

In Noida the actual percentage increases to around 60% to 80% (Rs/ft2) price over non golf apartments, which gives real weight to the theory that the golf view apartments give a greater return.

India is a different golf market to China in relation to golf projects and it will be interesting to see over the next ten years how this impacts on the quality of International golfers coming out of each country as well as the general growth of golfer numbers.

India, like China has and will continue to develop world class International standard 18 hole golf courses but we get the feeling that the large number of accessible smaller golf facilities in India may well lay the foundation for a more sustainable growth of golfers in India over the longer term.

PCD Directors Paul Reeves (left) & Phil Ryan

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FOCUS ON GOLFPLAN

special Feature

"There are definitely some spots through Southeast Asia that are due or overdue for renovation. A lot has changed in the last 20-25 years both within the design and construction of golf courses and the technological advancements in equipment that have virtually made all fairway bunkering done at that time irrelevant."

Golfplan SpreadinG itS art & Science in the reGion

MARCH 2014

A partnership that requires very little introduction to the golf industry in the Asia Pacific is a company called Golfplan.

This is a company that prides itself in its belief that golf course architecture is a combination of Art and Science.

“With more than three decades of experience, Golfplan combines the art of creative golf course architecture with technically exacting construction working drawings and the modern science of turfgrass agronomics and maintenance,” is how David Dale, president and principal of the company describes the firm.

Kevin Ramsey, principal and vice president added by saying, “Golf course architecture with Golfplan brings environmental awareness, focus on the end-user market, comprehensive construction working drawings and hands-on construction services.”

According to Ramsey, regardless of whether the completed project is a resort, residential golf community, daily fee course or municipal golf course, the firm’s unique design solutions guarantee long-term success and profitability. “Remodeling and renovation, upgrading and expansion of existing golf courses receive equal consideration with new golf projects,” he said.

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The partners recently sat down with Asian Golf Business to discuss their operations in the region and the following are excerpts from that discussion:

ASIAN GOLF BUSINESS: Golfplan have been busy with two projects in the Philippines – Given the upsurge in the Philippine economy, do you see a matching surge in the development of new golf courses in the country?

GOLFPLAN: Yes, the Philippine economy has been robust and steady. However, with this being said we are not seeing a huge demand for golf. We happen to be working with a highly respected residential developer that is making a push into a leisure development and therefore we are seeing golf as one of the amenities being offered.

"The most challenging market is India due to the challenges to

assemble enough land and water for the projects. Singapore has great

possibilities for renovation provided the clubs are prepared to reposition

their courses. A few of these courses are really fantastic hidden gems waiting to be rediscovered."


FOCUS ON GOLFPLAN

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The Philippines has a long history in golf and it looks like new glory days are ahead for the country insofar as golf is concerned. What is your vision for golf in the Philippines?

We are definitely not seeing a return to a boom time. There are select pockets for growth, primarily leisure/second home real estate driven to add value. The golf must be sustainable both environmentally and financially. Site selection and good planning allows this to happen. Anvaya Cove Golf & Sports Club is an excellent model of this. We work hand in hand with the owner's team to find the best solution that creates a great golf experience while adding the greatest value to the development.

You have spent a great deal of time in South Korea – give us an assessment of the current state and mood for the development of golf courses in that country?

There remains a strong demand for Public Golf however there is an issue as it relates to affordable green fees since the economy and the sustainable middle class leisure time has diminished. Location and demographics is key to the survival for many clubs near Seoul, Daegu, Gwangu, Daegu and Jeju during these challenging times. Our activity with new course design work has been all about Public Golf. Nearly every job we have currently under design is public. This is the next logical step. The private membership market has topped out for the time being and there is a natural demand for public access by society with passion to play. The key to the success of this model is land cost and site selection and how it relates to demographics and construction cost.

There’s a lot of talk that South Korea’s golf development is showing signs of tanking and that it will follow a path of decline very similar to what happened in Japan. Do you subscribe to this?

We do not envision a total tank but there has definitely been a decline. There are a lot of parallels that can be drawn to the Japanese market. Membership sales are nearly non-existent. Bankruptcies are ongoing with 20 plus golf facilities in receivership. Private Clubs that came onto the market in the last two to three years are trying to hold on with the play they receive during these past summer months but it won’t be enough to sustain the operations so many of these clubs are converting the operational status with the government from Private to Public Golf Clubs.

Renovation – again Golfplan seems to be devoting a good deal of its time to renovation of golf courses. Let’s talk about this for a while – Southeast Asia seems to present itself as a goldmine for renovation especially when you consider that many of the newer courses are now reaching 20 and 25 years in age and are ripe for major make-overs. What are your thoughts on this?

There are definitely some spots through Southeast Asia that are due or overdue for renovation. A lot has changed in the last 20-25 KEVIN RAMSEY

MARCH 2014 32/33

years both within the design and construction of golf course and the technological advancements in equipment that have virtually made all fairway bunkering done at the time irrelevant.

Given the challenges of land acquisition and the high cost of land and development in the region, wouldn’t you agree that renovating golf courses is a no-brainer?

Absolutely. These courses are far better located then most new course proposed locations. There are always some developers with large land holdings that will still have new courses open up in key locations but these will be more the exception.

We see that you have been active in some renovation projects in the United States. Is this a tangible sign that golf is showing signs of coming out of the doldrums in North America?

Survival for most architects in the US has revolved around remodel and renovation. There has been little new construction for the past

"Private Clubs that came onto the market in the last two to three years are trying to hold on with the play they receive during these past

summer months but it won’t be enough to sustain the operations so many of these clubs are converting the operational status with the

government from Private to Public Golf Clubs."

Pine Beach Golf Links in Haenam Korea.

dAVID DALE

"Survival for most architects in the US has revolved around remodel and renovation. There has been little new construction for the past 4

years. We continue to see small to medium renovation projects usually phased over 1-3 years depending on the scope of work. The budgets

for renovation works have been small for green renovations, bunker repositioning or restoration along with irrigation system upgrading.

Typical projects well under a million dollars are the norm. There is the exception like any mature golf market where a club will undergo a major rebuild for a new appearance

and character that is intended to maintain and capture new membership."


FOCUS ON GOLFPLAN

special Feature

4 years. We continue to see small to medium renovation projects usually phased over 1-3 years depending on the scope of work. The budgets for renovation works have been small for green renovations, bunker repositioning or restoration along with irrigation system upgrading. Typical projects well under a million dollars are the norm. There is the exception like any mature golf market where a club will undergo a major rebuild for a new appearance and character that is intended to maintain and capture new membership.

Let’s discuss China – where is this giant nation going as far as golf is concerned? Has the development of new courses peaked and is there a future for new course development, especially courses that are not dependent on being propped up by real estate development?

Golf community master planning is ongoing. Approval process for these projects is a bit of a mystery as the story is always different from one developer to the next. China – the desire by all the developers is go, go, go but red tape is difficult to wade through along with finance friendly bankers as there is caution to avoid a real estate collapse.

" The Philippine economy has been robust and steady. However, with this being said we are not seeing a huge demand for golf. We happen to be working with a highly respected residential developer that is making

a push into a leisure development and therefore we are seeing golf as one of the amenities being offered."

“With more than three decades of experience, Golfplan combines the Art of creative golf course architecture with technically exacting construction working drawings and the modern Science of turfgrass agronomics and maintenance,”

MARCH 2014

What about the so-called moratorium on golf course development? Is this still effective or is it being conveniently ignored by both the bureaucracy and developers?

Yes, the moratorium is still in effect for golf real estate development. As for projects still under construction, the effectiveness to move forward depends upon financing. The banks are not ready to fuel the growth at this time. We all can be hopeful that government attitude changes but what is most important is a healthy economy for the developers to sustain the projects once completed. As for the projects still moving forward they are all subject to scrutiny by the central government. Be aware of the local watch dogs. We receive emails weekly from golf construction personnel looking for work due to their China golf site just being shut down.

What are your thoughts about the future of golf development in Asia – which geographic region do you reckon shows promise and offers good potential going forward?

The most challenging market is India due to the challenges to

assemble enough land and water for the projects. Singapore has great possibilities for renovation provided the clubs are prepared to reposition their courses. A few of these courses are really fantastic hidden gems waiting to be rediscovered.

Malaysia is in need of course renovation in that the equipment has advanced and the fairway bunker is most often out of position for the average golfer. To many bunkers used as eye candy is a burden on course operations and profitability and takes away from the time to address the turf cultural practices to maintain a quality playing surface.

Japan should be a significant renovation market with many of the courses operated using the double green system, old caddy systems, need for new cart path construction for user and maintenance. There are some fantastic golf course locations that would benefit greatly if they could go through a repositioning for increased profitability. Even South Korea is in need of course renovation on nearly half the courses in the country but each developer would say show me the money as it is all about cash flow. What is needed is golf operation audits to value-budget the operations to improve the course quality and repeat play.

"Regardless of whether the completed project is a resort, residential golf community, daily fee course or municipal golf course, the firm’s

unique design solutions guarantee long-term success and profitability. Remodeling and renovation, upgrading and expansion of existing golf

courses receive equal consideration with new golf projects,”

The Club at Nine Bridges in Jeju Korea

36/37


FOCUS ON GOLFPLAN

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Home to a new 7,030 yard golf course, has been unveiled on the west coast of the Philippines. The 18-hole, 7,030-yard course was designed by Golfplan partner Kevin Ramsey. GCA has covered the project, developed by Phillipine real estate company Ayala Land, since plans were announced in February 2011. Ramsey said after the first nine holes had been constructed that the site in Bataan was the best he’d ever worked on and expected the finished eighteen to be a career highlight.

Several holes run directly alongside the beach, while others are located in bluffs up to 30 metres above sea level. Golfers will have to negotiate thick jungle on many holes, while others play along ridges 100 metres above sea level.

Speaking following the course’s opening, Ramsey said: “With that sort of elevation change, there are only a few holes that don’t have an ocean view, but it’s always a thrill to deploy salt water as a legitimate hazard, and we did that multiple times out here at Anvaya Cove.”

“Truly great golf courses can exist in a single environment, but I prefer those that play through a diversity of environments,” added Ramsey. “The terrain here – the elevation change, the vegetation and Ayala Land Premier’s overall land-planning acumen – allowed us to create an uninterrupted string of really strong golf holes that play through five distinct environments, never repeat themselves, and never fail to elicit a strong emotional response.”

Ramsey is particularly proud of holes eleven through to thirteen at Anvaya Cove, saying these holes ‘form our own Amen Corner, only this one’s at seaside.’ Hole eleven is a driveable par-four that look out across the Subic Bay, while hole twelve, also a par-four, plays downhill to the beach. Hole thirteen is located on top of a bluff and features a peninsular green that falls off some 30 metres into the ocean, on three sides. Like the recently opened Laguna Lang Co course in Vietnam, Anvaya Cove uses native manila grass (Zoysia matrella) through the green, in the hope of achieving fast and firm conditions.

“From the tips, it’s long and tough enough to challenge tour pros, which is something the client specifically requested – but it’s very playable track from the multiple forward tees we created,” said Ramsey. “At 470 hectares, this is an enormous property. We were given the latitude to provide these golf holes the width they needed. By the same token, the homes here are barely visible from the golf course, which is a welcome anomaly in the golf real estate context.”

“With Anvaya Cove, we saw the opportunity to meet the demand in the Philippine domestic market while also competing effectively in the international second-home market,” said Jose Juan Jugo, head of Ayala Land Premier. “We’ve already welcomed retired expats who’ve chosen to make Anvaya Cove their primary homes. With a golf course of this quality now in place, we anticipate further interest in this sort of investment – from what we see as a global market.”

Watch Video: the anVanya coVe Golf & SportS club

海口A210x280out.indd 1 13-12-10 上午10:44


BY Gregg Patterson – General Manager, The Beach club

special Feature

"We Secret Shoppers are keeping score. Know what we’re looking for.

Deliver “The Goods”. Prepare to be judged.Enjoy the Journey."

MARCH 2014


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I’m a Secret Shopper – not a professional

mind you. No training needed. But secret.

Unannounced. Like everyone who walks

in your front door. You may not think

we’re “secret shoppers.” Filling in a

scorecard. But we are. And I’m looking,

soaking it all in, assigning numbers to

experience.

In my head. Evaluating. Judging ...

You might be asking – “who are you? Who are you, a non-professional, to judge me, The Professional, and my professionally run operation? You don’t know the first thing about hospitality or club management! You’ve never washed dishes, opened doors, slipped on spilled drinks or served coffee. Qualified to judge – you’re not!”

And I respond – don’t be naive. Everyone judges. Continuously. You and your club are being judged – rated on a scale of one to ten – by everyone who drives by, parks at, enters into and walks through the club. They’re doing The Audit. Looking. Feeling. Listening. Giving you a score. Telling others. It’s a universal. A constant. Get used to it.

It’s Judgment Day. Every day. These are “My Eyes.” Let me show you how I see.

[On ArrivAl – TrepidATiOn]i’m no different than anyone else. Whether ten years of age or ninety. i’ve got the same needs as they do in Hawaii or Singapore, Shanghai or Oslo.

I’LL arrIvE “EMpTy” anD nEEDy. I’ll ask – will they know my needs? Will they leave me EMPTY?

I’M LonELy. Who knows me? Who wants to know me? Will they like me if they know me? Will they erase my loneliness? Will they leave me LONELY?



special Feature

Do they make me happy? Does the staff smile? Is there laughter in the air? Are they really in this thing called “The Happiness Business???” Score?

Do they give me Dignity? Do they know if I’m a member or a guest? Do they make me feel special about myself? Do they know my name? To they care why I’m here? Are they interested in who I am and what I do? Score?

Do they anticipate my neeDs? When I walk into the Grill do they greet me, seat me, menu-me, drink-me, water-me, bread-me, food-me and ask if I need MORE of ANYTHING before I ask??? Score?

Do they keep it clean? Does the furniture survive “the rub test?” Are the pillows fluffed? Do the windows have streaks? Are there cobwebs in the corners? Do the staff answer questions “cleanly?” Do they have “clean priorities”– people before stuff? Score?

Do they “Do the Details?” Are they professional? Adept at doing the details of what needs doing? Do they know how to take orders, deliver food, remove the empties? Score?

Do they have a “presence”? Are the people who are supposed to be doing the stuff that needs doing visible? Are the people I see focused on me or diverted by their smart phone, their computer or their chatter with staffers? Score?

Do they “see things” that neeD Doing – then Do something about the things that they’ve seen? Are the staff seeing the little details that need attention – the dust on the ventilator, the wobbling fan, the

i’m scareD. Am I parking in the right place? How should I greet the gardener? Should I register when I arrive? Will they ease my fears? Will they leave me SCARED?

i neeD Dignity. I want to feel good about myself. But this is a private club! I didn’t go to Yale or Harvard! I don’t drive a Porsche! Will they make me feel special, like I’m really worth something, when I walk through the clubhouse? Will they give me DIGNITY?

i neeD status. I want to stand out in the crowd. To be somebody in the midst of many. Will they take note of me, acknowledge me amidst a crowd of people? Will they give me STATUS?

i neeD the buzz. I want excitement in my life. I want to be lifted above “ground zero.” I need memorable moments. I want to be energized and inspired and amused and amazed and entertained. Will they give me THE BUZZ???

And as I walk the long walk through the parking lot, I’ll be asking – will they fill my Big Empty? Will they take care of my “needs”?

We “secret shoppers” have trepidations. We’re keeping score. and judging.

[While There – expecTaTions]When i walk through the clubhouse, when i order a drink, dine in the dining room or buy a putter in the pro shop, i’ll have a service scorecard in my brain. and i’ll be judging.

MARCH 2014


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"Come Judgment Day, shoppers are primed to judge whatever you’re selling – and the criteria for judging are pretty much the same whether The Shop’s for fast food or clubs, hotels or motels, gas stations or convenience stores."

Photo courtesy of David Kirkland



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PCD Directors Paul Reeves (left) & Phil Ryanpopcorn on the floor, the light bulb that’s dead? Are the staff doing

something about the stuff that needs doing? Score?

We “secret shoppers” have expectations. We’re keeping score. And judging.

[When Gone – Revelation]the questions are always there, in the forefront, immediate. “Will i come back? Was it worth the bucks? Was it a good use of my time? Will i buy it again? Will i join???” i’ll be asking.

DiD they knoW Me? Do they know my name, face, something about me – personally? Did they know what my “market segment” (man, woman, young child, old geeker, etc.) wants? Score???

DiD they Meet My eXPeCtAtionS? Did they know what my expectations were? Did they give me happiness, did they give me dignity, did they anticipate my needs, was the place and the thinking “clean”, did they do the basics that needed doing, were they a “presence” and did they see things and then do something about the things they saw? Score???

DiD they MAke My life eASieR? Did they make golf easier? Tennis---easier? Dining – easier? Making reservations – easier? Ordering drinks on the course – easier? Buying stuff in the pro shop – easier? Score???

DiD they MAke My life BetteR? Did they enhance the quality of my “life experience?” Did they make my social experience---better? Did

they make my health – better? Did they make my family’s “family experience”– better? Did they make the game of golf – better? Score???

DiD they Do it DiffeRently thAn i CoulD get it elSeWheRe? Is there anything really different about this place that they don’t do equally as good at the hotel resort down the street? Did they really make the staff encounter any different than staff encounters anywhere? Were there any “memorable moments” that I couldn’t find elsewhere for the same money? Score???

We Secret Shoppers will ask – am i coming back or going elsewhere? We’re keeping score. it’s Judgment Day.

[JuDGement Day]every shopper has a template in their brain for judging an experience. they’re filling in the blanks and scoring the performance.

Every Shop – like any great journey or any great novel – has a beginning, a middle and an end. People arrive with “trepidations”. They experience with “expectations.” They leave and sum it all up with a “revelation.”

Come Judgement Day, shoppers are primed to judge whatever you’re selling – and the criteria for judging are pretty much the same whether The Shop’s for fast food or clubs, hotels or motels, gas stations or convenience stores.

We Secret Shoppers are keeping score. Know what we’re looking for. Deliver “The Goods”. Prepare to be judged. And enjoy the journey!

Photo courtesy of David Kirkland

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AUSTRALIAMIZUNO CORPORATION AUSTRALIA PTY LTDTel: +613-9239-7100CHINA MIZUNO(CHINA)CORPORATIONTel:+86-21-3222-4688 #317

HONG KONG ICHIKAWA SANGYO CO, LTD Tel:+852-2428-5965INDONESIAPT MITRA ADIPERKASA TBKTel: +62-21-574-5808 ext. 195

KOREA MIZUNO KOREA LTDTel:+822-3143-1288MALAYSIA R.S.H.(MALAYSIA) SDN BHDTel:+ 603-5123-2668

NEW ZEALANDSPORTS NETWORK LIMITEDTEL: +64 9 479 8632PHILIPPINES MASTER SPORTS CORPORATIONT: +632.757.3160

SINGAPORE R.S.H.(SINGAPORE) PTE LTDTel:+65-6746-6555TAIWANMIZUNO TAIWAN CORPORATION Tel:+886-2-2509-5100

THAILAND I.C.C. INTERNATIONAL PUBLIC COMPANY LIMITEDTel: +66-2-293-9000

Working File-JPX-MP54.indd 2 9/20/13 10:23 AM

HEROES OF THE CLUB INDUSTRY

CLUB LEADER


Stewart, Lee King SeeHead of Golf,Orchid Country ClubSingapore

“I started at the club at the bottom of the totem pole and worked my way up the ladder and over the years, I have been fortunate to have been exposed to virtually all operational aspects of managing a club,”

MARCH 2014

For a whole week in February, I sat down and listened to speakers from the club industry extolling the importance of service and the delivery of a “wonderful club experience for members.” These service platitudes kept rolling out on the hour and every hour for a full five days at the 2014 Club Managers Association of America’s World Conference in Orlando, Fl.

I returned to Singapore “fattened” with so much information about what quality club service meant that I really was not in a mood to have another minute of discourse on this topic.

However, all this was about to change when I bumped into a guy who was the perfect embodiment of what service excellence is all about. He just epitomized everything that I heard service gurus talk about at the CMAA World Conference.

This guy was on the ball, sharp and committed to ensuring that his entire team delivered a service experience designed to have members

For 2014, Asian Golf Business has decided to do special features on various occupations within the club industry. It is our hope to seek out the people who are silent heroes and heroines who make the club experience a memorable one for thousands of members of clubs throughout the Asia Pacific region. These exemplary employees are the ones who go that extra mile to make a club special. In this issue, we look at a man who has spent all his life working for a club and he shares his thoughts on delivering the ideal club experience to members.

coming back time after time. “That’s what we are paid for – to deliver the best experience that we can muster so that our members are kept happy and that they keep patronizing their club,” declared Stewart Lee King See, Head of Golf at the 27-hole Orchid Country Club in Singapore.

Stewart who is now 51 years old, started with the club in 1993, about two years after the club threw open its doors back in 1993. “I started at the club at the bottom of the totem pole and worked my way up the ladder and over the years, I have been fortunate to have been exposed to virtually all operational aspects of managing a club,” he said.

According to him, this exposure has provided him with an intimate understanding of what a club should be and what members expect from a club. “Our members pay for the privilege of belonging to Orchid Country Club and by virtue of this investment, I firmly believe that they are entitled to a standard of service that is second to none,” is Stewart’s credo.

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Any Guy In LoudMouth FAshIon hAs Got to Be

A Good Guy!

HEROES OF THE CLUB INDUSTRY


CLUB LEADER


He is “Stewart” to everyone in his organization, starting with his bag-drop boys, golf registration desk and marshals. He greets everyone with a friendly smile and makes it known to all of them that he is a part of the team.

“I am all about building and fostering a strong team spirit …. I believe in engaging with all the staff and the members alike because I believe that members must feel happy when they come to play at the club and likewise, I want the entire staff team to be happy to come to work every day,” he explained. “Everything starts with that first contact and if one strives to make the first contact a friendly experience, everything that follows becomes part of a good experience.”

He continued, “My idea of management is not just about getting the job done. The art of managing your team is about getting the right people to do the right job. To do this, one needs to know your subordinates well, understand their strengths and weaknesses and work with them to fully explore their potential.”

This guy really gets it about customer service and satisfaction! Just imagine, if every club adopts this simple philosophy of keeping both members and their staff happy, it can only enhance the overall club experience and help the club business grow.

Stewart does not really have it all that easy. “Over the years, I have

seen all sorts of members – those who are demanding, those who are rude and those who are downright impossible to handle but we must understand that we are dealing with human beings and it takes all sorts to make the world.” So how does he handle the rough and tough ones? “Well, to start with I do not get defensive and neither do I adopt a threatening posture ….. I look upon every obstacle as an opportunity to do something right and win an irate member over. This is my modus operandi – no confrontation is dealt with a counter action of aggression because this is really an exercise in absolute futility!”

Now you get the picture why Stewart is a friend to everyone – member and staff alike. Besides, he is also the perfect reflection of friendliness. It is not uncommon to see him attired in clothes that shout out loud that he is all about being happy and friendly. He is the only golfing manager that we’ve met in our rounds who appears dressed in outfits designed by LoudMouth, the in-your-face golf fashion apparel endorsed and worn by golfing legend John Daly.

“How I dress reflects my persona and in turn it is also a reflection of the friendly disposition of the club I represent,” is how he sums it up. Well said Stewart – any guy who is up to wearing LoudMouth is a fun loving extrovert and you earn top points for this!

Stewart believes in fun – so how does he work to deliver fun at

Stewart dresses up as Santa Claus at last year's Christmas Golf game.

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his club? “I am glad that you asked – making golf fun and keeping golfers happy is a massive challenge – everything that we do has to be thought through and kept constantly fresh.” With this in mind, Stewart and his team are always at work to explore new ideas to keep members and golfers coming back. “Not all of our ideas work but we have a good batting average and we are very gratified when the majority of our members compliment us on our programmes – it just goes to show that we are being appreciated and this serves as a tremendous source of motivation and inspiration to the team,” Stewart pointed out. “My strategy is to promote golf in a fun yet competitive way for all levels of golfers and our recent Christmas Golf Game was a good example where my team dressed up for the occasion, including the golf stations and buggies and we transformed the entire golf course into a Christmas wonderland for our members and they loved it.”

Stewart is tuned in to the needs of the club industry. He is fully cognizant of the need to make golf a fun experience and that clubs need to become more “family-centric” and friendly. “We have to reach out to the family unit and as an all-purpose, full-facility club, we have to keep on working at getting every member of a family involved with

Stewart attended the 2013 Asia Pacific Golf Summit held in Jakarta and he was the only delegate who challenged convention and come dressed in LoudMouth apparel. He made a statement and a loud one at that that told all the delegates that he was part of an exciting industry – the club management industry!

what we have to offer which is a lot,” Stewart explained.

Does he see any particular challenge for the club industry? “Yes one of the biggest challenges for the industry is getting youngsters to work in the golf industry. We need proper Club Management Programmes and schools specializing in golf to train existing and new staff for the industry throughout the region.”

Even though he is faced with staff challenges, Stewart takes on a positive outlook – “I have pride in my job, passion for what I do, and proud to be a part of my club.”

“A smile says everything and I hope that my staff and I can continue to deliver service with a smile,” was Stewart’s parting words. As he waved good-bye he made one final statement – “my office is in the club house and out on the golf course meeting and staying in constant touch with my members.”

Keep it up Stewart! You are a special breed and it’s guys like you who are going to grow the club industry throughout the Asia Pacific. Continue doing it with a smile!

DOWNLOAD PDF BOOKLET BY USGA

Stewart Lee (far right) at the APGS 2013

A FIVE-PART Series to help improve your staff, products and profits

CLUB MANAGEMENT WITH JAmes Cronk


True story! A few years ago I received a call from the ambitious owner of a destination golf resort, and he needed some serious help. They had been open for three years and they were only at 15% capacity. So I asked them some initial questions; “Did they have a great property?” “Yes” they said, “We have spent 50 million dollars on an award-winning golf course and a 40,000 square foot clubhouse”. I asked, “Did they have good accommodations?” “Of course” they said, “We have built forty cabins around the property that have an amazing view of the ocean”. Impressive I thought, so then I asked, “Can people get to your resort easily?” “Most certainly” they answered, “ a couple years back we bought our own Jet to fly people directly from the mainland to our resort”. Wow I thought, now that is commitment. So finally I said, “Okay then, please send me your business plan and your marketing plan so

that I can see what is not working”.

PART TWO – PLANNING FOR SUCCESS!


MARCH 2014


Well, based on the long silence on the phone followed by a clearing of the throat, I quickly realized that they didn’t have a business plan, nor had they completed a market study before they started. Quite simply, they didn’t have a plan! They did however have a jet! They found the time and money to buy a jet, but they never took the time to develop a plan. It was only a couple months later that the next call I received was from the bank that now owns the resort after the ambitious owners went into bankruptcy.

It is surprising the number of clubs that either don’t have a plan or don’t have an up to date plan. Too often clubs are still using the original concepts that were created before the club got built, when it was simply a dream in the eyes of a billionaire. But today that same club can sometimes be dramatically different in the way that it delivers a golfing experience. Over the years a club can create its own brand, by catering to a certain type of clientele or staff delivering a certain style of service. It may be delivering results but is that because they are delivering on a plan or simply just luck? More importantly, if they are not achieving their goals, how can they create a plan that will change that?

So whether we are creating a brand new plan, or updating an old one, there are three important steps for successfully ‘planning for success’. The first step is to determine how do we define our success. What is the end goal of our plan? How do we keep score? The second step is to develop the plan itself. What are our key goals and our specific objectives, and what are the required tasks that are needed? Finally, our third and often overlooked step, is how have we communicated our plan to our team? Does everyone know what we are striving for and how each employee can help us get there?

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DEFINING SUCCESSHow do we define our success? Is our goal to create member satisfaction, sell real estate, book more hotel room nights, increase land value or simply to make more money. A different answer will produce a different plan. We all define success is different ways, and it’s critical that as managers, and as a business, that we have clear and measurable terms of success.

More importantly, we need to identify what separates our club from our competitor across town. What is unique about our club that makes it special? A well-known course designer? A big clubhouse with a grand ballroom? Many clubs have that, but what is our Unique Selling Proposition and better yet, does every staff member know how to answer that question? If they are in an elevator and someone says, where do you work – do they say at a club that welcomes families? Or at a club that provides the highest level of service in the region? Or at a club that protects the environment? Or do they simply not know what to say… so instead they say “at a club that doesn’t pay me enough”.

There is great value that will come from clearly identifying what success means at our own club, and that is because golf is ‘un-definable’! That’s right – we work in a business where we are unable to define what we sell and what makes it great. If we stood on the first tee of any golf club in the world, and asked the first ten golfers why they played the game, we would likely get ten different answers. The game is great because it provides so many different benefits, from quality time with customers or family, to self-improvement, to a brisk walk in a beautiful setting. It is different for each of us and that is what

"How do we define our success? Is our goal to create member satisfaction, sell real estate, book more hotel

room nights, increase land value or simply to make more money. A different answer will produce a different

plan. We all define success is different ways, and it’s critical that as managers, and as a business, that we

have clear and measurable terms of success."





makes managing the experience so challenging. We need to identify the reasons why our members play at our club and what they enjoy most, and then we need to implement those systems that will create a consistent and memorable experience.

Lastly, in regards to defining success, there is a great saying “What can’t be measured can’t be managed”, and when we define what success means to our club we want to make sure that our goals are measurable. If success means member satisfaction, then how do we quantify that? An annual membership satisfaction survey, quarterly focus groups and new membership sales are three ways to ensure that we can define membership satisfaction and also, compare improvements year over year.

BUILDING OUR PLANJust like there are hundreds of different golf swings there are many, many different ways that you can go about developing a plan for success. However, no matter how you put the puzzle together, a solid plan should include some of the following basic pieces.

First, a Vision Statement, which describes a vision or a mental picture of what the organization wants to achieve in the future. The words are inspirational in nature and easy for all employees to repeat at any given time.

Second, a Mission Statement defines our current situation and answers three questions about why our club or organization exists. It tells us ‘What we do’, ‘Who we do it for’ and ‘How we do it’.

Third, we will benefit from defining our Core Values, which help define behavior that we want our employees to follow. Core Values should be something that all employees can easily recall and should describe best practices for working together.

Fourth, our plan needs Strategic Goals, which outline for everyone specific and immediate goals and objectives that if achieved, help us achieve our vision. A strategic goal should be a ‘SMART’ goal, which is an acronym for ‘specific, measurable, attainable, relevant and timely’.

Finally, and most importantly, we need an Action Plan that provides a list of daily, weekly and monthly tasks that require completion. If our


MARCH 2014


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In future issues of Asia Pacific Golf Magazine we will explore in more detail each of the four Systems for Success (Plan, Prepare, Deliver and Measure). In the next issue, how best to Plan for Success!

Action Plan supports our goals, and if we are successful in completing all of our tasks, then there is a much greater likelihood that we will achieve our mission and ultimately, our company vision.

COMMUNICATING OUR PLAN A plan, no matter how concise our extensive, is useless without team buy-in. Many managers are great at developing plans and systems but often fail when it comes to communicating those plans to the team. New employee orientations, regular staff meetings, employee bulletin boards, staff newsletters and departmental log books are all effective tools for ensuring that everyone knows what game you are playing, what the score is at the moment and what it takes to win.

IN SUMMARYThe business of golf is a complicated one, and although developing a plan is not a guarantee for success, it will provide a road map that everyone can use. If created effectively, and if it’s aligned with your goals and objectives, it should make the road travelled that much smoother and you should reach your desired destination that much quicker. Safe travels!

James Cronk Presenting on System of Success at the Asia Pacific Golf Summit 2013 held in Jakarta Indonesia.

"A plan, no matter how concise our extensive, is useless without team buy-in.

Many managers are great at developing plans and systems but often fail when

it comes to communicating those plans to the team. New employee orientations, regular staff meetings, employee bulletin

boards, staff newsletters and departmental log books are all effective tools for

ensuring that everyone knows what game you are playing, what the score is at the

moment and what it takes to win."

COMMUNICATION SKILLS

PRUSa'S POINT


MARCH 2014

Not much has changed in the nearly twenty-five years that have transpired since that USGA Green Section survey effort. In an article published recently in Golf Course Industry magazine, Gary Grigg, a respected Past President of the GCSAA and the Vice President of Grigg Bros., wrote that, “A person's greatest asset in this or any other business is his ability to communicate…it's been my experience that most errors on the golf course are caused by improper communication.” Gary went on to add that, “Most superintendents who lose their jobs don't lose them because they lack particular technical skills. instead, they're let go because of a failure to communicate properly2.

In the golf industry today (especially in Asia) I’ve observed that many of those in positions of managing golf courses (predominantly golf course superintendents) are often quite weak in communications skills – and few make an effort to learn to improvement such. Many simply fail to communicate well, fail to detail communications accurately (or at all) or are uneasy communicating appropriate information to golf course owners, CEOs, members and golfing customers. This lack of confidence in communication skills impedes the ability to obtain resources or to convince executive/ownership of real needs and financial requirements. These weaknesses also show up in a failure to effectively communicate to co-workers and to subordinate staff. Owners of golf courses deserve better.

While more people in Asia than ever before are well educated in

Back in 1990 the USGA Green Section staff conducted a survey to identify and rank those key areas of golf course management that constituted the greatest obstacles in golf course management for successful business operations and careers. Later summarized by an excellent article in the Green Section Record by Robert Brame1, all of the usual course management areas were considered in the survey including such topics as irrigation, equipment and labor budgets, number of golf rounds, ‘speed-of-greens’ and pest management among others. Not surprising to those who have had decades of observations of golf course operators, the agreed upon,‘Number One Pitfall’ skill area in golf course management that contributed the universally to abject failure was strongly identified as none other than: ‘COmmUNiCAtiONS.’

Turfgrass Science, many lack professional education in Business – particularly in Communications. The ability to be an effective communicator in business is not usually an instinctive talent that one is simply born with, but rather it evolves from studying and practicing the required skills to develop a talent.

Such skills and ability involves more than simply telling things to others – it involves wisely listening (or seeing) too. The renown, modern business management guru Dr. Peter Drucker (1909-2005), a former professor at the Clairmont Graduate School of Business in California who developed the Management By Objective (MBO) systems used widely in today’s business organizations stated:

“The most important thing in communication is hearing what isn't said.”

Lost in transLationIn the world of golf business today much meaning in communications can get lost in translation – or, worse, a completely wrong message can be conveyed. In the global golf course business we must be ever mindfully aware that communicating across languages, nations and cultures using interpreters and translators can be as treacherous as walking through a metaphorical minefield! Foreign language

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improving Your BusinessCommuniCation skiLLs

COMMUNICATION SKILLS


PRUSa'S POINT


"In the world of golf business today much meaning in communications can get lost in translation – or, worse, a completely wrong message can be conveyed. In the global golf course business we must be ever mindfully aware that communicating across languages, nations and cultures using interpreters and translators can be as treacherous as walking through a metaphorical minefield! Foreign language translation of various types of communications, inadvertently or by ill intent, often times can create distortion in the message. Above all, complete honesty and respect of confidentiality are critical attributes of a good interpreter."

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translation of various types of communications, inadvertently or by ill intent, often times can create distortion in the message. Above all, complete honesty and respect of confidentiality are critical attributes of a good interpreter.

Even beyond obvious issues of language, unless one has lived and travelled many years internationally abroad, it is unlikely that experience is adequate to flawlessly communicate without help. While the psychological fundamentals of human communication are universal and remain the same in all people, cultures, nations, places and times, ignoring the nuances and influences of culture is also an invitation for disastrous miscommunications in business – period.

The 7-38-55 Rules – heaRing WhaT isn’T saidThe era of modern Psychology began with Dr. Sigmund Freud’s efforts developing Psychoanalysis about 120 years ago. Building upon Freud’s work, Dr. Eric Berne developed a scientific approach to studying the interrelationships of people with what he thus termed as ‘Transactional Analysis’ (TA) methods. Berne’s TA went far to support business with modern approaches to the management of people.

Interest in TA then resulted in studies by Dr. Albert Mehrabian at UCLA confirming that most interpersonal messaging between people is not done by words alone – but rather substantially by many nonverbal signals 3. In fact, Mehrabian’s research showed that communication of attitudes and feeling is only 7% Verbal (words), 38% Vocal (variance of voice and sound) and 55% Visual – this has become widely known as The 7-38-55 Rule.

While these percentages applied to attitudes of emotions and cannot be strictly applied to all communications in business, they do have broad applications for us. Peter Drucker interpreted this as the importance of the message that is not said – and the message not spoken, but seen.

7% FacToR, VeRbal – speaking WoRdsFrom Mehrabian’s 7-38-55 Rule we can derive that there is generally much more to human communications than words alone – and that because words are a smaller part of a communication in golf course management than many realize, then the words we select and use are especially important in getting the desired messages across.

In that it can be at least agreed that words are a lessor part of communication, then having a large vocabulary and selecting the best ‘words’ is critical in golf course business communication.

Managers must be wordsmiths – vocabulary is an asset for the skills that must be developed in both verbal and written communication for the golf course superintendent. YOU MUST ALSO LEARN THE WORDS OF BUSINESS & GOLF. Minimally one should:

Know the Rules of Golf words and definitions.Know proper agronomic words.Know the history of the Game of Golf.Know about golf course design and architecture.Know the words used in finance, accounting, government,

economics, HR management, marketing and all the myriad of other disciplines that apply to the business management of a golf course.

To build vocabulary in any language it is imperative to read widely and intensely. As a practice, the best communicators read 1-2+ books per month, a dozen or more news sources daily and scores of monthly publications.

38% FacToR, Vocal – VoiceThe vocal (voice sound) factors of communicating include influences such as inflection, tone / intonation, volume, pace, timing, rhythm,

"For those who are involved in the education and training of management practitioners in the Asian club business and golf course industry, it is absolutely critical for the future growth of the business and game of golf in the region to focus on developing communication skills in entry-level people. University and occupational education curricula must be designed to include the subject of Business Communication as a required core for any professional degree or credentialing program."

QUALITY SERVICECOMMUNICATION SKILLS


PRUSa'S POINT

emphasis and stress of the voice. These vocal influences, that comprise the 38% of the message, are grouped into what communication experts call PARALANGUAGE. Paralanguage factors can have cultural variances with totally different meanings – especially in Asian societies. In foreign communications one must navigate paralanguage effects with a learned, cultural perspective that can best be gained via study and experience.

55% Factor, Visual – things seenSince over one-half of the communicated messages are visual, then visual factors encompass the most influential portion of communicating any message and are another area where nuances of culture can greatly influence (or greatly distract) from the intended message. In the art and science of communications study the experts refer to the visual factors technically as:

HAPTICS – Physical human touching while communicatingCHRONEMICS – Impacts of timePROXEMICS – Distance, location environment, appearance, space

around speaker or intended audienceOCULESICS – Eye contact, blinking, fixation, glances, pupil dilation

and the frequency of all of theseKINESICS – Body language such as facial expressions, positioning,

use of hands and arms

the non-Verbal communication conVeys 93% oF the message!Considering that the combined vocal and visual aspects of a communication are of such major significance in understanding the real message, one would be well served to develop skills to deciphering these cues. As the work of Mehrabian and many other scientists have reflected, most of our communication message is indeed non-verbal.

Wise and effective leaders have known this reality throughout history, but now science is confirming it and developing a sound understanding of the dynamics and specifics involved.

At a maximum, The 7-38-55 Rule adds up to a total factor of nonverbal communications reflecting 93% of the message. This is huge and must be remembered in your dealings with people everywhere – it suggests the important of listening with your eyes and not only with your ears. I suggest that in Asia, the non-verbal messages being communicated can become further camouflaged due the influence of Eastern concepts of ‘face’ valued in many Asian cultures. In any culture it is important to listen closely with your eyes to hear the message that is not being spoken.

Non-verbal communications can be studied, better understood and wisely employed in your own spoken communications as useful tools to get to get your message across. If you find that there is a conflict in what you are hearing with what the non-verbal message is conveying, then it is likely that the verbal message is not reliable.

skills For improVing communicationTo review how to best improve in communications I find it is useful to visualize the five skill areas that I think are critical for a good communicator.

REAdINg ANd wRITINg fORM the first skill area and are the foundation upon which all other skills can be developed.

THINKINg is then the next skill that should follow and it must always be the step taken before employing any other action.

LISTENINg is then critically necessary before actively engaging in communication. The art of listening also implies the next skill.

NON-vERbAL skills are simply an extension of ‘listening’ with one’s eyes to the observable cues in a communication.

vERbAL (SPEAKINg) is the final skill set that can then be mastered.

Of course all of these skills are integrated and overlapped as represented in the illustration (See Fig.1).

In practice, Dr. Peter Drucker summarized it succinctly with his famous quotation:

“Listen first. Speak last.”

Great advice and strategy for any business meeting.

MARCH 2014

Best Practices For imProving communications

In practical application one can observe individuals recognized as effective communicators in business and find that they share certain best practices almost universally. Here’s a summary list that can be recommended as best practices and steps for improving our golf course communications:

Use of written communication skills is important. Study and read widely. If you want to write well – write often. Use blogs, newsletters, post to Internet / Intranet bulletin board – and use photographs (the non-verbal of writing communications). Hesitate before pushing the ‘Send’ button in electronic communications. Write standards, best practices and procedures for your business -- and articles for others. Communicate information and publish!

Keep a winning, positive, ‘Can Do’ attitude to always make and maintain a good first impression (Nonverbal).

Stay honest and ethical in your business communications. Not every culture has the same, shared acceptances of higher ethics, but maintain yours high.

Keep a professional image – keep your appearance businesslike always. (Nonverbal).

Use what are called icebreaker techniques such as recalling a mutual friend, demonstrations or a simple joke to get a group to begin speaking.

Be careful to make certain these will be both acceptable and meaningful between different cultures!

Be SEEN – be visible to others in the club / business and do not simply hide in your office. (Nonverbal)

Be both available and accessible to others. Respond to people in a timely manner (quickly) without delays. Emails and telephone calls should be immediately responded to in business. Never simply ignore someone!

Be friendly, sincere and genuine – SMILE!

Be respectful of others (have empathy for coworkers, colleagues, and bosses).

Build good, honest relationships – they are your future. If you step on people as you climb the ladder-of-success, you will very likely meet the same people again on the way down!

Be accepting of people – each individual is different.

Study, learn and develop your style of communicating – know it and practice it.

Practice & learn public speaking skills.

Develop research and questioning skills (read broadly so you know what to ask). To get to the truth of any subject, ask five questions in a row.

Study and learn to run effective meetings of all sizes.

Meet and be at ease with people at all levels of society and business.

Get out and about to ‘see’ what is going on in your business and in the wider industry. I call this Management by Wandering About (MBWA).

Learn to communicate bad news to people effectively and kindly.

Learn to deal with difficult and angry people.

in summarYFor those who are involved in the education and training of management practitioners in the Asian club business and golf course industry, it is absolutely critical for the future growth of the business and game of golf in the region to focus on developing communication skills in entry-level people. University and occupational education curricula must be designed to include the subject of Business Communication as a required core for any professional degree or credentialing program.

Reference Notes:1. Brame, Robert A., “The Ten Pitfalls of Golf Course Maintenance,” Green Section Record, September / October 1992. 2014. . [ONLINE] Available at: http://gsr.lib.msu.edu/1990s/1992/920901.pdf. [Accessed 6 January 2014].

2. Grigg, Gary. “10 Most Wanted,” GCI - Golf Course Industry. 2014. 10 Most Wanted - GCI - Golf Course Industry . [ONLINE] Available at: http://www.golfcourseindustry.com/gci0612-superintendent-best-skills.aspx. [Accessed 5 January 2014].

3. Mehrabian, Albert. “Silent Messages: Implicit Communication of Emotions and Attitudes,” Wadsworth Pub Co. 1980.

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Golf MARKETING



Golf MARKETING

MARCH 2014


Industry wide we typically only have ever segmented our members primarily by gender and in some cases by age. We haven’t really taken into consideration other elements of members such as Stage in life, wants/needs, attitude, and behaviour. These elements can be very different and are ever changing throughout our entire life.

What was important for me as a young adult will not be the same when I’m married or retired. What is important for a female may be have the same importance as a male, etc.

We haven’t had the technical know-how to dig this deep into our market groups and tend to market our clubs to really a relatively small cross section of our potential market. We also don’t have a diverse enough range of products or the facilities to attract many of the other segmentations needed to grow our membership base.

The ASC research recently conducted has blown this narrow mindedness wide open and over the coming years I think we’ll start

When was the last time you had one of those “light bulb” moments, you know when you get the sudden realisation on some topic and go WOW! I get it now or I see it in a new way? My most recent “light bulb” moment was last month while facilitating the Annual National Participation Forum organised by Golf Australia. The Australian Sports Commission (ASC) was presenting on a few different subjects and one of their topics- Market Segmentation- really got me thinking and reviewing a better way of marketing to members and golfers at our clubs. “Market Segmentation involves dividing a market into groups of people/consumers with similar needs, attitudes and behaviours.”

focusing more on getting to know our members much better than we currently do.

The ASC recently commissioned a ‘needs-based consumer centric market segmentation’ model for Australian sports participants (players) and non-sports participants (non-players). The following is an excerpt from thei report which outlines what they have found.

“Australians are becoming increasingly time-poor and, for many, more restricted in terms of budget. Changing lifestyles and competing forms of entertainment have created an increasingly complex landscape, making it difficult to understand the changing attitudes and behaviours of Australians in relation to sport.

Furthermore, past research has shown that sport preferences have changed over the last ten years with an increased uptake in sport being played in a non-organised environment, versus a stagnation of participation in organised sport.

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Golf MARKETING




"The purpose of the Market Segmentation Study for both Adults and Children was to uncover, explore, identify and clearly articulate the different motivations, attitudes, needs and barriers that influence people’s decisions and behaviours in relation to sport and, in particular, participation in club-based sport. The study is designed to help clubs understand the market and more effectively target their approaches to particular segments."

Golf MARKETING

MARCH 2014


64/65

The ASC research developed two Market Segmentation models; one for Adults (aged 14 to 65 years) and one for Children (aged five to 13 years).

The purpose of the Market Segmentation Study for both Adults and Children was to uncover, explore, identify and clearly articulate the different motivations, attitudes, needs and barriers that influence people’s decisions and behaviours in relation to sport and, in particular, participation in club-based sport. The study is designed to help clubs understand the market and more effectively target their approaches to particular segments.

In line with the changing consumer preferences, both Market Segmentation Studies identified that sports will need to adapt their offerings if they are to stay relevant to the Australian consumer.

SegmentSthe market Segmentation Study provides key insights regarding how participation in sport among the Australian adult population (aged 14-65 years) is affected by:

Sport delivery that focuses on competition rather than fun and enjoymentA lack of flexibility around the scheduling of sport in traditional sporting clubsOrganising individuals and teams according to talent rather than retaining friendship groupsLimited opportunities for people with limited sports competency to join sporting clubsSelf-consciousness amongst adolescents and embarrassment by their lack of sporting ability.

the Study identifies ten consumer segments among the Australian adult population:

Current club member segments — Loyalists, Socially Engaged, Sport Driven and Apathetic Clubbers

Non-club member segments — Sidelined Sportsters, Club Wary, Ponderers, Self Focused, Sport Indifferent and Sport Atheists.

How cAn golf uSe tHe mArket SegmentAtion?Both studies identified a significant number of Australians who view and engage with sport quite differently, particularly in terms of how they want to play sport. This research provides insight to the needs and wants of the Australian consumer as it relates to sport participation and more specifically club-based participation. These insights and other statistical data can be used to inform the development of targeted sports delivery strategies (both products and services), to either retain or attract new participation.

They do this by enabling sports to take a look at their current product and service offerings and assess whether they are meeting the needs of the various consumer segments. It also considers whether modifications to existing or new offerings would retain current or attract new consumer segments. In addition, the research sized each of the ten segments; for example, how large or how many adults fall within each segment across the total Australian adult population.

Most importantly, by understanding the relative size of each segment sports are able to determine where the greatest potential for retention or acquisition may exist and therefore how to invest their efforts.

in SummAryIf we get to know more about the people we want to market to – we can devise new, more specific, strategies and products to attract them and more importantly retain them longer.

"The purpose of the Market Segmentation Study for both Adults and Children was to uncover, explore, identify and clearly articulate the different motivations, attitudes, needs and barriers that influence people’s decisions and behaviours in relation to sport and, in particular, participation in club-based sport. The study is designed to help clubs understand the market and more effectively target their approaches to particular segments."

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MODERN MARVELFULL SWING GOLF

52/53Asian Golf Business – Incorporating Club News

Simulators:The FUTURE OF GOLF

68/69MARCH 2014

The principal advantage of a golf simulator is the ability to conveniently play and practice in a controlled ambience and often, this means the ability to play without any pressure, green fees, or tee times. Accuracy and realism are among the factors that make simulation seem realistic and life-like – 3D motion graphics, sound and visual effects such as the sound of the ball when it strikes the green or splashes into a lake make the game that much more realistic and life-like. New developments such as auto ball feed and changes in the slope of the hitting area now allow the golfer to experience the feeling of playing the ball where it lies, no matter where it lies. This creates the feeling of thinking like you are on a golf course, rather than playing on a golf simulator – it is the feeling of planning your next golf shot, and not your next simulator command.

Golf simulators are absolutely fantastic! At least this is the reaction of many who have tried their hand at it. Screen golf is thrilling. You use real clubs and balls, but instead of aiming for a real hole, you aim for a picture projected onto a screen. A sensor measures the speed and direction of your clubface as it hits the ball.

Golf simulators, sometimes referred to as “screen golf” have several advantages over playing on a real golf course. For starters you can pick from a mind-boggling assortment of golf courses and you never have

to be concerned about being told that a course is fully booked. It is also cheap (which is a huge advantage). Just imagine playing a round of golf at Pebble Beach for only a fraction of the normal gree fee of US$500!

In Asia, “screen golf” is the rage in South Korea where tee times on real courses are extremely difficult to reserve and green fees are outrageously expensive. New technology has driven golf simulation to new incredible heights and new realistic simulators are allowing golfers to practice and play golf indoors wherever and whenever they choose to do so.

Asian Golf Monthly: ”The ultimate golf simulation experience” – quite a claim to make. What is it that sets Full Swing apart from the rest of the pack?Chad Coleman: We’ve spent the last 27 years perfecting the indoor golf experience. There are a lot of ingredients that go into a high-quality experience. Unmatched accuracy using dual technology, real-time ball-flight, realistic graphics, huge course list, extensive data feedback, consistency and reliability. We don’t just do one of them well, we do all of them better than the other guys. We make the best golf simulator that money can buy, so we’re not for the compromising customer.

How is the golf simulator industry trending – is it a business that is experiencing growth and what is Full Swing’s state of business like?Golf simulation is growing exponentially. We like to compare golf simulators to home theatres – fifteen years ago very few people had a home theatre at home, now millions do. Our simulators are so fun and versatile, we expect to see continuous growth in the market. Full Swing is in a great position, we have nearly 5000 installations worldwide, with some of our customers celebrating 20 years of enjoyment. Our latest

technologies and partnerships indicate a bright future for Full Swing Golf.

With the cost of technology especially in visual electronics coming down, what do you see as the future for Full Swing?It’s tough to predict the future, but I expect prices to trend down slowly, perhaps more slowly than people might expect. If we were selling the same components we were offering 5 or 10 years ago, of course our simulator would be a fraction of today’s price. But projectors, computers, software, ball-tracking technologies, and all other components continue to get better and we continue to invest big dollars into R&D. We intend to stay cutting-edge, which isn’t cheap.

Golf simulators have come a long way since the early days of this industry. Are we already at a stage where golf simulators are affordable enough for golfers to have one installed in their homes?We’ve installed thousands of golf simulators in high-end custom homes. Our customers are affluent, have a man cave or extra garage stall, and are passionate for the game of golf. We recognize that not everyone has the space or can afford our price tag, but those who get a taste of the FSG

At the recently concluded PGA Merchandise Show in Orlando, USA earlier this month, various golf simulators were on display and drew huge visitor interest. Asian Golf Business tracked down one of the leaders in the golf simulation industry to obtain a first-hand account on the current state of the industry. We spoke with Chad Coleman, vice president of marketing for Full Swing Golf:



"We see growth in both markets. We are seeing our golf simulators being embraced at country clubs and public course clubhouses, front and centre in recreation centres and sports bars, and critical amenities in high-rises. Golf retailers are able to sell more clubs when they use our machines. I’ve already spoken to the home market and it is also expanding exponentially."

70/71MARCH 2014

"Asia is an interesting market. Golf simulation, or ’screen golf’ is widely embraced in Korea, where golf bars are found on nearly every street corner. We have dozens of machines in various countries in Asia and our hope is to help grow the game and market in China where the potential is endless. Doing business in China can be tricky, but once the groundwork is laid I expect golf simulation to spread like wild fire."



experience and have the means can make it happen or get creative. We hear countless success stories from customers, from cutting handicaps in half to spending unprecedented time together, which is hard to put a price tag on.

Where do you see simulator growth being most pronounced – on the commercial front or the home-user front?We see growth in both markets. We are seeing our golf simulators being embraced at country clubs and public course clubhouses, front and centre in recreation centres and sports bars, and critical amenities in high-rises. Golf retailers are able to sell more clubs when they use our machines. I’ve already spoken to the home market and it is also expanding exponentially.

Let’s shift gears and look at what golf simulators can do to help grow the game of golf. As it is, all business indicators show that traditional golf courses are having problems on a variety of fronts, with cost, accessibility and playability being some of the major challenges. Don’t you think that simulators can be a godsend to help grow the game of golf especially amongst the younger generations?

Golf simulation is a powerful asset to the game of golf in so many ways:

KiDs – We’ve combined technology and golf, the best of both worlds. Kids just get it instantly. Simulators bring kids to the game of golf, and the game of golf to the kids.

WOMEN – We have dozens of customers whose wives and daughters have picked up the game as a result of owning our simulator. The range and the course can be an intimidating place to try to learn – the simulator provides a private, safe environment for women to fall in love… with golf.

CLiMATE – So many golfers are lost during the winter months, the clubs go into storage and never come out again. Many of our golf course customers are able to continue their fall leagues right through the winter on the simulators and go right into the spring again.

PACE OF PLAY – Time is short, and we all have less of it. A round on the simulator is half the time of a round outdoors. No more driving up to your ball, or looking for it. The simulator gives golfers more in less time, and keeps the game action packed.

COsT – A rounds of golf at your local indoor golf centre, recreational centre or sports bar is usually less than an outdoor round.

The best of both worlds. Kids just get it instantly. Simulators bring kids to the game of golf, and the

game of golf to the kids.

72/73MARCH 2014

How are golf simulators being accepted by golf clubs – do they see this as an extension of services and facilities to their members?Years ago there was a misconception in the golf industry that simulators were strictly for entertainment. This myth has been dispelled and simulators are being installed in pro shops, clubhouses, and cart shacks across America. No technology can offer a teacher or club-fitter as much as a simulator can. In cold weather climates, our simulators keep their clubhouses and teaching pros busy, increase food and beverage and pro-shop sales, and give a competitive advantage to the club for selling memberships.

Let’s look at Asia – what is your outlook for simulators in Asia in general and for your company in particular?Asia is an interesting market. Golf simulation, or ’screen golf’ is widely embraced in Korea, where golf bars are found on nearly every street corner. We have dozens of machines in various countries in Asia and our hope is to help grow the game and market in China where the potential is endless. Doing business in China can be tricky, but once the groundwork is laid I expect golf simulation to spread like wild fire.

In land scarce Asia, don’t you think that golf simulators would be the recommended route to take to grow the game of golf?Simulators make a lot of sense in Asia. Golf courses are few in numbers, usually far away, often private, and very expensive. Golf simulators can bring the game of golf to the masses, where technology is usually well-embraced by the Asian public.

"Simulators make a lot of sense in Asia. Golf courses are few in numbers, usually far away, often private, and very expensive. Golf simulators can bring the game of golf to the masses, where technology is usually well-embraced by the Asian public."

Full Swing Golf: The Ultimate Golf Simulation Experience

Source and further details available www.ausport.gov.au/

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NEWS, NEWS, NEWS


CLUB MANAGERS ASSOCIATION OF AMERICA

President Damon J. DiOrio CCM (Certified Club Manager), CCE (Certified Chief Executive),

Chief Executive Officer of Charlotte Country Club, Charlotte, NC.

76/77MARCH 2014

The 2014 CMAA OffiCers ArePresident Damon J. DiOrio, CCM (Certified Club Manager), CCE (Certified Chief Executive), Chief Executive Officer of Charlotte Country Club, Charlotte, NC.

Vice President Tony D’Errico, CCM, CCE, General Manager/Chief Operating Officer of Westwood Country Club, St. Louis, MO.

Secretary–Treasurer Jill R. Philmon, CCM, CCE, General Manager/Chief Operating Officer of Ballantyne Country Club, Charlotte, NC.

Immediate Past President Richard H. Bayliss Jr., CCM, CCE, Chief Operating Officer of The Lost Tree Club, North Palm Beach, FL.

Newly eleCTed Or re-eleCTed As direCTOrs Are

Mark A. Bado, MCM (Master Club Manager), CCE, General Manager and Chief Operating Officer of The Kansas City Country Club in Mission Hills, KS (Three-Year Term).

Robert C. James, CCM, CCE, CHE (Certified Hospitality Educator), Chief Operating Officer of Westchester Country Club, Rye, NY (Re-elected to a Three-Year Term)

Todd D. Marsh, CCM, CCE, General Manager of Conway Farms Golf Club in Lake Forest, IL (One-Year Term)

Richard D. Spurlin, CCM, CCE, General Manager of the Eugene Country Club in Eugene, OR (Three-Year Term).

direCTOrs CONTiNuiNg TO serve ON The CMAA BOArd iNCludeWilliam E. Langley, CCM, General Manager/Chief Operating Officer of Quail Ridge Country Club, Boynton Beach, FL.

Michael McCarthy, General Manager/Chief Executive Officer of Addison Reserve Country Club, Delray Beach, FL.

Robert J. "Bobby" Crifasi, CCM, CCE, CPA, General Manager of New Orleans Country Club, New Orleans, LA.

Peter C. Davies, CCM, Centerville, MA

Randall J. Ruder, CCM, CCE, General Manager of Beach Point Club, Mamaroneck, NY.

CMAA BRINGSThe Club Managers Association of America has elected its 2014 Officers and Board of Directors. This was done at the recently concluded 87th World Conference and Club Business Expo in Orlando, FL.

NEW TEAM FOR 2014

The CMAA Board of Directors is comprised of 13 club management professionals who are passionate about the long-term vision of CMAA; work respectfully with staff, committees and fellow board members; and demonstrate a professional commitment to both the club management industry as well as the Association.

NEWS, NEWS, NEWS ...TROON GOLF


Amongst other high-profile awards amassed by international facilities, the awards ceremony was highlighted by the presentation of the esteemed “Facility of the Year” award to Royal Golf Club, Bahrain. The awards for the International Division include:

"FACILITY OF THE YEAR" The Royal Golf Club, Bahrain

Royal Golf Club recorded top scores in all categories of the 2013 Owner Survey and turned around its Member Survey Net Promoter Score from a negative 49 percent to a positive 42 percent. The facility was able to reduce substantial costs and improve its GOP through the implementation of a number of Troon standards. The facility also recorded

solid Guest Satisfaction Scores in 2013, introducing impactful programs including Troon Rewards, Troon Executive Card and Troon Values Your Time.

"TROON AMBASSADOR AWARD"Mark Chapleski, Corporate Office, Middle East

Mark Chapleski has been incredibly successful in Dubai and continues to grow the Troon Brand in that market. Under his guidance, the region has grown to the most successful in the international division. All this after joining Troon in 1999 and taking an immediate assignment in Japan for four years before ending up in the Middle East. Mark is always "waiving the Troon flag" and works diligently to grow the brand.

In addition to the Leadership awards, the 2014 conference also saw a number of Troon "ROCK STARS" awards which reveal the top performers in areas of leadership, member and guest satisfaction, and overall performance with the International Division featuring prominently yet again.

TROON’S INTERNaTIONaL FacILITIES ShINE Troon®, the leader in upscale golf course management, development and marketing recently recognised the unfaltering and outstanding performance of its International Division in 2013 at the 2014 Troon Leadership Conference, which took place in Scottsdale.

“These awards not only recognise the hard work and effort by

the whole team at each of the International venues, but also the unflinching support from each of

the leading ownerships.

The Royal Golf Club,Bahrain

Associate Satisfaction (Overall - International) Saadiyat Beach Golf Club, UAE

Guest Satisfaction (NPS)The Els Club, UAE

Troon Rewards Signups/Capture (International)Saadiyat Beach Golf Club, UAE

Attended by over 400 delegates, this year’s conference was the biggest in Troon’s 25 year history. Bruce Glasco, Senior Vice-President and Managing Director, Troon International Operations commented. “These awards not

only recognise the hard work and effort by the whole team at each of the International venues, but also the unflinching support from each of the leading ownerships.

For so many award winners to come from the International division not only demonstrates the way in which our programmes can be adapted to work in every part of the world, but also the way they are embraced by our Associates to deliver for all our members and Guests.”

78/79MARCH 2014

TROON’s INTeRNaTIONal FacIlITIes shINe

From L to R: Bruce Glasco, Senior Vice-President and Managing Director, Troon International Operations; Yamil Santiago, Ownership Representative, Royal Golf Club, Bahrain; Ahmed Majed, Board Member, Royal Golf Club, Bahrain; DJ Flanders, General Manager, Royal Golf Club, Bahrain; Jordan Fairweather, Director of Agronomy, Royal Golf Club, Bahrain and Dana Garmany, Chairman and CEO, Troon.


Asian Golf Business – Incorporating Club News80/81 MARCH 2014

FALDO DESIGN

Less than a year since opening, Laguna Lang Co Golf Club in Vietnam has passed 15,000 rounds on the Sir Nick Faldo-designed course and is expecting to double the number in its second year. Naming of the multi-environment layout as best new course in Asia Pacific at last November’s Asia Pacific Golf Summit in Jakarta has considerably added to Laguna Lang Co’s appeal. “There has been a big increase in inquiries and bookings from all over Asia as well as Australia and Europe,” says director of golf, Jason Batterham. “Many visitors are telling us Laguna Lang Co is the most interesting course they have played. As word spreads, our star is rising.” Sir Nick Faldo says he is delighted the course

has been so highly appreciated and was thrilled to see it honored as best new course in Asia Pacific. “Vietnam is an important developing venue for golf and the site is amazing in its natural characteristics,” he said. “Working with Faldo Design architect Paul Jansen, I enjoyed incorporating the unique environments of the region in the design and strategy. The Banyan Tree resort is a real drawcard to the Central Coast region, which is an important new destination for special golf experiences.” In conjunction with Angsana Lang Co, one of two on-site hotels at the resort, Laguna Lang Co Golf Club has released new stay and play packages for first half 2014.

They include one and two-night offers with golf, breakfast and accommodation from 3.4

million Vietnamese Dong (approx. $US170) weekdays and from 3.82m Dong (approx. $US190) at weekends, plus 15 percent taxes. Transfers from Danang International Airport are included, with discounts off additional rounds of golf and spa treatments. As well as receiving accolades from visiting golfers, Laguna Lang Co has made a positive impact in the local community, employing 155 people from the Lang Co area. This reduces urban migration by offering work and skills development in the golf and hospitality industries. The Laguna Lang Co resort also has initiated other community projects since opening in early 2013, including providing water filtration systems to local schools, producing rice for consumption in the resort and teaching local youngsters how to play golf.

Less than a year since opening, Laguna Lang Co Golf Club in Vietnam has passed 15,000 rounds on the Sir Nick Faldo-designed course and is expecting to double the number in its second year.

LAGUNA LANG CO IS A bIG HIt!

"Working with Faldo Design architect Paul Jansen, I enjoyed incorporating the unique environments of the region in the design and strategy. The Banyan Tree resort is a real drawcard to the Central Coast region, which is an important new destination for special golf experiences."

– Paul Jansen, Architect, Faldo Design

44/45

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RIO 2016 OLYMPICS

82/83 MARCH 2014

CNN recently traveled down to Brazil to check on the progress of Reserva Marapendi Golf Course, which is being constructed in Rio de Janeiro's Barra da Tijuca neighborhood, where most of the Olympic venues will be located. What it found, with little more than 30 months to go, is a golf course architect that needs to start seeing some grass on his course very soon.

CNN spoke with noted designer Gil Hanse, who said he feels good right now about staying on his timeline for completion. But the next few months will be vital in staying the course.

"We're kind of at a critical juncture in the construction, where we're awaiting the irrigation materials to arrive from the United States," Hanse said. "Hopefully the installation

of those materials starts soon thereafter, early January, and if all goes well, we'll have water flying sometime in March and we'll start putting grass on the ground then."

Twelve of the 18 holes are completely shaped, while four more are nearly done. The greens on those 16 holes are shaped and ready for sod. Hanse expects to clear out the land for the final two holes and have them shaped by February.

If that all goes as planned, the course will open in June 2015 and a test event will take place in August 2015, one year in advance of the Olympic tournament. But local and political issues have delayed Hanse up until this point, so nothing can be guaranteed."It's been a little bit more difficult than we thought," Hanse said.

Golf fans are keeping an eye on the next Summer Olympics, the 2016 Rio Games, at which golf will make its much-anticipated return. Organizers obviously hope the golf course will be up to par, but its completion will be cutting it close.

RIO IS MOVING BUT THE PACE IS WORRYING! An aerial view of the site of the Olympic

golf course in Barra on the 1,000th day before the Rio 2016 Olympic Games.

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JACOBSEN – A TEXTRON COMPANY

84/85 MARCH 2014

Known as ‘The World’s Fastest Lawn Mower®’, Dixie Chopper mowers are capable of mowing up to 2.7 hectares per hour. “The addition of Dixie Chopper expands our reach into the consumer and commercial sectors, including municipalities, with a full range of zero-turn mowers known for their speed, quality and performance,” said David Withers, President of Jacobsen. “It’s really a win-win for both companies and we look

forward to building customer relationships together with Dixie Chopper.” With the addition of Dixie Chopper, Jacobsen offers a complete product line of turf maintenance equipment, including zero-turn mowers, small and large area reel mowers, trim mowers, wide-area rotary mowers, aerators, sprayers, utility vehicles and renovation equipment.

Jacobsen has acquired the assets of Dixie Chopper®, the manufacturer of zero-turn radius mowers for the commercial and residential markets.

JACOBSEN AddS MORE MOWiNg POWER!

We Publish golf consumer and trade magazines. Also available DiGiTAllY on iPhones, iPads, Androids and Windows Phone 8 mobile devices.

We OPerATe the most comprehensive web-site on golf in the Asia Pacific. We cover golf events on a daily basis.

We PrODuce our own television programming on golf.

And We OrGAnise and stage the most important golf knowledge conference in the region.

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