Asian Golf Business April 2014

Issue #62 MARCH 2014 www.asiapacificgolfgroup.com | www.golfconference.org | www.cmaa-asia.com
CLUBMANAGEMENT››FOOD&BEVERAGE››CLUBSERVICES››TURFMATTERS›› GENERAlNEWS
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Incorporating Club News
AsianGolfBusiness–OfficialMagazineforCMAA-AsiaPacificChapter!
ASIA
CHA
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 FEATURE
WHAT IS THE GOLF MARKET IN INDIA
CLUB MANAGEMENT
SYSTEMS FOR SUCCESS BY
JAMES CRONK
PRUSA’S POINT
COMMUNICATION SKILLS
CLUB LEADER
STEWART LEE STEPPING OUT
IN STYLE
MIKE ORLOFF
BUSINESS OF GOLF
BRUCEWILLIAMS
THE GOLF SAGE – REVIEW of THE
2014 GOlf industry Show

PUBLISHER's OFFICE

MIKE SEBASTIAN mike@asiapacificgolfgroup.com
Publisher/Editor: Mike Sebastian Executive Director: Angela Raymond Art Director: Saiful Sufian Video: EditorWayne Lwee Finance: Myra Paras
Marketing Executive: Alice Ho PUBLISHED BY: Asia Pacific Golf Development COnferences Pte Ltd Contact: mike@asiapacificgolfgroup.com
OFFICIAL Websites:www.asiapacificgolfgroup.com; www.golfconference.org
Office ADDRESS: Suite 05-06, Hong Aik Building, 22 Kallang Avenue, Singapore 339413 Tel: 65-6323 2800 Fax: 65-6323 2838
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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 Change
tightly 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.”
"Ipersonallythinkthat6to8incheswouldkeeptheintegrityofthegameinplacebutspeed
thingsupby25%.Thinkofalltheputtsyoumissattheedgeandalltheputtsyouleave
shortforfearofthe4footercomingback.Thatgoesawaywithanevenslightly largerhole.
SlowinggreenspeedsisanobviouscureaswellbutIdolikethelargerholeconcept."
–BrianCurley,principaloftheaward-winningSchmidtCurleyDesign.

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
Pg8
COVER STORY:
Building a Dream Team!


Pg14
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
Pg18-19
Pg12
04/05MARCH 2014

Asian Golf Business – Incorporating Club News
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 Pg76
 Troon International Facilities Shine Pg78
 Laguna Lang Co Is A Big Hit! Pg80
 Rio is Moving But the Pace is Worrying! Pg82
 Jacobsen’s Mowing Power! Pg84
ISSUE #62, MARCH 2014 – TEAM DYNAMICS
Pg48
Pg56
Pg68
"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 D
COVER STORY
BY JESSICA GLIDEWELL – Senior Consultant, Profitable Food Facilities

MARCH 2014 08/09
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 CREWWORKS

Asian Golf Business – Incorporating Club News10/11 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
COVER STORY
BY JESSICA GLIDEWELL – Senior Consultant, Profitable Food Facilities
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
ASIA PACIFIC CHAPTER www.cmaa-asia.com cmaa.asia@cmaa-asia.com
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 America
Advancing The Profession of Club Management
ASIA PACIFIC CHAPTER
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
industrycongregatedintheNorthAmericanresortcityofOrlandofortheannual
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 ...
Oneofthebestwaystosensethesuccessofashowofthismagnitudeisbycapturing
andanalyzingthenumbers. Herearethemostimportantindicators:
 Attendance was 14,147 which is an 8% increase over 2013
 Educational seats sold for seminars were 5,192 over the short week and that is an increase of 15%
over 2013
 There were 6,845 qualified buyers (people making decisions for purchases or expenditures) and
that is a 14% increase over 2013
 561 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 MOOD
The 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.
ThefirstweekofFebruarymarkedtheannualpilgrimageofgolfcoursesuperintendents
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 onTurf” 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
AnnikaSorenstam

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
our lessons of overbuilding. We must work endlessly to promote the game and provide a
various means to keep the game strong. Affordability is a major challenge in that golf nee
and not just the affluent. Superintendents have never been more challenged to provide m
important but being fiscally and environmentally responsible will be the greatest assets and
and beyond."
"Golf courses are beginning to spend money on much needed capital improvements. Many
equipment on the back burnerand now many operations are back on track with the needed e
and updating of infrastructure that resulted in significant deferred maintenance scenarios
superintendents were all very positive and upbeat about the direction golf is headed. During
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.
CHALLENGES
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.
FUTURE DIRECTION OF THE TURF INDUSTRY
Inordertomeetthecurrentneedsoftheindustryitwillbenecessaryfor
superintendentstobecomemoreeducatedthaneverbefore. Grassgrowingskills
cannolongerbethesoleskillrequiredforemployment.Itwillbeimportantfor
superintendentstohaveskillsin:
 Business
 Scheduling
 Labor relations
 Management
 Training
 Fleet Management
 Thorough understanding of
Laws and Regulations
 Competitive Purchasing
 Strong communications
 Technological competence
 Not only a basic education but never
ending ongoing education as well
SUMMARY
Hats 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”!
y in the USA. We must learn from
an influx of new golfers through
eds to be available to the masses
more with less. Growing grass is
d skills of the superintendent now
courses had put expenditures on
equipment replacement programs
s. Manufacturers, distributors and
g the week the vibe was good and

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.
BernhardGrinders
NEWInternationalSalesManagerBernhard 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 Feature
BY 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 India
What 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 Feature
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
AlistofallthegolfprojectsdoneinIndia
includingall15current(2013)projects.
APARTMENT COMPARISON RESEARCH DOWNLOAD PDF
PCDComparisonchartofinvestmentreturn
ongolfrelatedApartmentprojectsinNoida
comparedtosimilarnon-golfApartments.
"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 JPGroup 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
ThePar3,nineholePCDdesigned
BlueRidgeGolfsetamongthe
Apartmenttowers.

ThePCDdesigned18holeOxfordGolfCourseinPune,
votedthebestgolfcourseinIndiaatAsiaGolfSummit,
November2013.

"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
28/29
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.
PCDDirectorsPaulReeves(left)
&PhilRyan

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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.
30/31
ThepartnersrecentlysatdownwithAsianGolfBusinesstodiscusstheiroperationsintheregionandthe
followingareexcerptsfromthatdiscussion:
ASIANGOLFBUSINESS:GolfplanhavebeenbusywithtwoprojectsinthePhilippines–GiventheupsurgeinthePhilippineeconomy,
doyouseeamatchingsurgeinthedevelopmentofnewgolfcoursesinthecountry?
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
special Feature
ThePhilippineshasalonghistoryingolfanditlookslikenew
glorydaysareaheadforthecountryinsofarasgolfisconcerned.
WhatisyourvisionforgolfinthePhilippines?
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.
YouhavespentagreatdealoftimeinSouthKorea–giveusan
assessmentofthecurrentstateandmoodforthedevelopmentof
golfcoursesinthatcountry?
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’salotoftalkthatSouthKorea’sgolfdevelopmentis
showingsignsoftankingandthatitwillfollowapathofdecline
verysimilartowhathappenedinJapan.Doyousubscribetothis?
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–againGolfplanseemstobedevotingagooddeal
ofitstimetorenovationofgolfcourses.Let’stalkaboutthisfora
while–SoutheastAsiaseemstopresentitselfasagoldminefor
renovationespeciallywhenyouconsiderthatmanyofthenewer
coursesarenowreaching20and25yearsinageandareripefor
majormake-overs.Whatareyourthoughtsonthis?
There are definitely some spots through Southeast Asia that are
due or overdue for renovation. A lot has changed in the last 20-25KEVIN 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.
Giventhechallengesoflandacquisitionandthehighcostof
landanddevelopmentintheregion,wouldn’tyouagreethat
renovatinggolfcoursesisano-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.
Weseethatyouhavebeenactiveinsomerenovationprojectsin
theUnitedStates.Isthisatangiblesignthatgolfisshowingsigns
ofcomingoutofthedoldrumsinNorthAmerica?
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."
PineBeachGolfLinks
inHaenamKorea.

"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’sdiscussChina–whereisthisgiantnationgoingasfarasgolf
isconcerned?Hasthedevelopmentofnewcoursespeakedand
isthereafuturefornewcoursedevelopment,especiallycourses
thatarenotdependentonbeingproppedupbyrealestate
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
Whatabouttheso-calledmoratoriumongolfcourse
development?Isthisstilleffectiveorisitbeingconveniently
ignoredbyboththebureaucracyanddevelopers?
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.
Whatareyourthoughtsaboutthefutureofgolfdevelopmentin
Asia–whichgeographicregiondoyoureckonshowspromiseand
offersgoodpotentialgoingforward?
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,”
TheClubatNineBridges
inJeju Korea
36/37

FOCUS ON GOLFPLAN
special Feature
38/39
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

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 40/41
I’maSecretShopper–notaprofessional
mindyou.Notrainingneeded. Butsecret.
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’sJudgmentDay.Everyday.Theseare“MyEyes.”LetmeshowyouhowIsee.
[On Arrival – Trepidation]
I’mnodifferentthananyoneelse. Whethertenyearsofageorninety. I’vegotthesame
needsastheydoinHawaiiorSingapore,ShanghaiorOslo.
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“secretshoppers”havetrepidations.We’rekeepingscore.
Andjudging.
[While There – Expectations]
WhenIwalkthroughtheclubhouse,whenIorderadrink,dineinthe
diningroomorbuyaputterintheproshop,I’llhaveaservicescorecard
inmybrain. AndI’llbejudging.

MARCH 2014 42/43
"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

special Feature
44/45
PCDDirectorsPaulReeves(left)
&PhilRyanpopcorn on the floor, the light bulb that’s dead? Are the staff doing
something about the stuff that needs doing? Score?
We“secretshoppers”haveexpectations.We’rekeepingscore.
Andjudging.
[When Gone – Revelation]
Thequestionsarealwaysthere,intheforefront,immediate.
“WillIcomeback? Wasitworththebucks? Wasitagooduseofmy
time? WillIbuyitagain? WillIjoin???”I’llbeasking.
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???
WeSecretShopperswillask–amIcomingbackorgoing
elsewhere?We’rekeepingscore.It’sJudgmentDay.
[Judgement Day]
Everyshopperhasatemplateintheirbrainforjudginganexperience.
They’refillingintheblanksandscoringtheperformance.
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

10/11
AUSTRALIA
MIZUNO CORPORATION AUSTRALIA PTY LTD
Tel: +613-9239-7100
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MIZUNO(CHINA)CORPORATION
Tel:+86-21-3222-4688 #317
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SPORTS NETWORK LIMITED
TEL: +64 9 479 8632
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MASTER SPORTS CORPORATION
T: +632.757.3160
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THAILAND
I.C.C. INTERNATIONAL PUBLIC
COMPANY LIMITED
Tel: +66-2-293-9000

HEROES OF THE CLUB INDUSTRY
CLUB LEADER
Stewart, Lee King See
Head of Golf,
Orchid Country Club
Singapore
“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
For2014,AsianGolfBusinesshasdecidedtodospecialfeaturesonvariousoccupations
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.
48/49
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
StewartdressesupasSantaClaus
atlastyear'sChristmasGolfgame.

MARCH 2014 50/51
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
Stewartattendedthe2013AsiaPacificGolf
SummitheldinJakartaandhewasthe
onlydelegatewhochallengedconvention
andcomedressedinLoudMouthapparel.
Hemadeastatementandaloudoneat
thatthattoldallthedelegatesthathe
waspartofanexcitingindustry–theclub
managementindustry!
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
StewartLee(farright)
attheAPGS2013

A FIVE-PART Series to help improve your staff, products and profits
CLUB MANAGEMENT WITH JAmes Cronk
Truestory!AfewyearsagoIreceivedacallfromtheambitiousownerofadestination
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?
52/53
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."

A FIVE-PART Series to help improve your staff, products and profits
CLUB MANAGEMENT WITH JAmes Cronk
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 54/55
InfutureissuesofAsiaPacificGolfMagazinewewillexploreinmoredetaileachofthefourSystems
forSuccess(Plan,Prepare,DeliverandMeasure).Inthenextissue,howbesttoPlanforSuccess!
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 SUMMARY
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. Safe travels!
JamesCronkPresentingonSystemofSuccessattheAsiaPacificGolfSummit2013heldinJakartaIndonesia.
"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."

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 Translation
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
56/57
Improving Your Business
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."

Asian Golf Business April 2014

Asian Golf Business April 2014

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