Managing golf greens: Aligning golf green quality with resource inputs

Abstract

AcknowledgementsGolf course managers need to manage their facilities efficiently for both economic and qualitative reasons. Golf greens are the most significant area on the golf course for play, intensity of maintenance practice, and player judgement of quality. The gap in knowledge lies between measurement of golf green performance and operations efficiency. Performance measurement is the process of controlling management operations to achieve optimum resource input efficacy but in considering existing performance management systems it was found that none provided a definitive tool that could be used to monitor operations for golf green management. This research aims to determine whether a performance management system can be developed for golf green management.Four golf courses were selected to collect management data for operations practices and qualitative tests of golf green performance. Interviews provided operations data for the core practices, identified from literature, including material inputs. The comparison of maintenance inputs and their costs against playing quality allow objective comparison and determination of management efficacy. A survey of golf course managers and review of industry operations practice also informed the key parameters in the development of a performance management framework.Research data for maintenance intensity, cost, and quality have been plotted onto analysis framework graphs which indicate the quality golf course managers are achieving within golf green culture with known levels of resource input. This research proposes a performance management framework for golf course managers to enable them to better manage their golf greens.The adopted research methodology and methods have produced a performance based management framework for golf green management. Mapping key parameters of quality, costs, and inputs in a benchmarking radar chart reflects the efficacy of golf green management in a way that allows stakeholders to identify and adjust operation variables. In a survey of Golf Course Managers in the UK, 73% of respondents stated that they would find a performance management framework beneficial for their work.

A cross-country comparison of Malaysia, Thailand and Indonesia golf tourism experience: a perceptual experience of Malaysian golfers

“…We also observed that golfers were generally aware of the fluctuating prices of golf clubs during weekdays versus weekends, corresponding with demand. This is in line with existing literature on peak-load pricing (Brown et al ., 2017; Kim, 2020; Kwon et al ., 2021). However, these prices should appropriately reflect the club's prestige.…”

“…Our study's findings align with existing literature, underscoring that enhancement to services, facilities, pricing and course conditions can significantly improve golfers' satisfaction and influence their decision to revisit a golf location (Brown et al ., 2017; Kang et al ., 2022; Kwon et al ., 2021). The informants' verbatim responses make it clear that quality facilities, competitive pricing, superior services and excellent course conditions significantly influence the satisfaction levels, loyalty, and repeat visits of golf tourists.…”

“…At the same time, major amenities such as the golf course and clubhouse are indeed crucial (Cham et al ., 2021; Lee and Lee, 2022; López-Bonilla et al ., 2019; Portugal et al ., 2020; Song et al ., 2021; Thanh et al ., 2021; Zhang et al ., 2022). As evidence, some golfers noted that lockers in Thailand and Indonesia were consistently well-maintained, aesthetically pleasing and smelled pleasant, factors that contributed to their overall positive impression and intention to return (Brown et al ., 2017; Brey and Meitner, 2022; Kang et al ., 2022; Kim, 2020; Kwon et al ., 2021).…”

“…Limehouse et al (2010) found that peak-load and price discrimination are evident in the golf industry, but market competition reduces peak-time price premiums. However, golf customers viewed varying price levels as an extremely unacceptable practice, while other revenue management practices, such as offering coupons and tee time interval pricing, were considered acceptable (Brown et al, 2017;Brey and Meitner, 2022;Chen et al, 2012;Funk et al, 2011;Kang et al, 2022;Kim, 2020;Kwon et al, 2021;Kimes and Wirtz, 2003).…”

“…Stipanuk (2002) stipulates heating, ventilation and air conditioning (HVAC), computer systems and information and communication technology (ICT) as part of the facilities to enable golf clubs and golf courses to function correctly. Each system and the facilities within the club require management's attention to the guests' satisfaction, while simultaneously, these facilities are utilised by the employees to perform their daily tasks (Brown et al ., 2017; Brey and Meitner, 2022; Kang et al ., 2022; Kim, 2020; Kwon et al ., 2021; Mullins and Dossor, 2013; Perdue, 2007). However, researchers argued that golfers' behaviour towards golf facilities outweighs the services factor.…”