Year on year growth is impressive.
It is because we constantly adapt to market conditions. We work hard to understand commercially where the industry is, and to offer our members operating solutions that fit. Also key is that TGI is fully owned by the members and we are fully geared to making them more profitable, whether that is by negotiating terms centrally, or through solutions for distribution, retail and marketing. Our members could not afford many of these solutions on their own.
How is trade for members?
People are still playing a lot of golf and taking lessons. Our members are doing okay, and in the current trading conditions, that is very good.
The golf industry is not the hub of people’s overall economic situation. There are many factors beyond our control and consumers are still wary of spending money on big-ticket items in all sectors, including golf equipment, cars and overseas holidays. Until the economy finds some stability, this situation could go on for some time, but we will be stronger for it in the long term.
How is the new Harrogate show shaping up?
The new show is a natural progression. The current economic situation affects retailers and suppliers alike and so it makes sense to find a solution that suits everyone. A number of suppliers have already signed up to exhibit, and we are exactly on target at this point, although we are a few weeks away from releasing any definitive numbers.
Retailers are becoming more sophisticated and demanding in what they need from a trade event. It is no longer satisfactory for a company to turn up and throw some wares in a booth and expect to sell them – retailers want education, product presentations, they expect to find expertise at a show and they want to see technological advance. They also want a social experience, and we are putting together all the necessary mechanisms to attract professionals.
The show’s association with the PGA will enable us to offer some very high-quality educational seminars, for which the pros will receive personal development points for attending, which is a huge attraction in itself.
The benchmark for any golf trade show is Orlando, and we are adopting some of its successful initiatives, such as a driving range facility, presentations from the major brands, and opportunities to meet product designers, so pros can get a better idea of the manufacturing process for the products they buy and sell.
We are committed to five years at Harrogate, and TGI, Foremost and the PGA are all working very hard together to make sure the show is a success.
How do you see the role of the club pro changing?
The golf professional will have to offer more value to the golf club, whether that is in the role of director of golf, golf coach, retail manager, running and operating the first tee or perhaps opening a centre of excellence and a custom-fitting facility. Pros need to develop their skills set not just to meet the demands of consumers, but also the demands of their club, and the golfing fraternity in general.
This is a double-edged sword though, as golf clubs also need to show some commitment to their pros, and recognise the added value a pro brings to their club. This is why communication for the golf pro is more relevant than ever. At TGI we have a successful e-news campaign, but that is only part of an overall communication programme. Pros need to make themselves as visible as possible.
What is your view on competition pros face from online retailers?
The main educational process is to make our members understand that not everyone buys on price. Take the custom-fitting scenario; a lot of pros are now using launch monitors to make the whole consumer experience much better. Another factor is that the price differential between online and on-course is probably as small as it has ever been, so as long as the PGA professional focuses on his expertise as his USP, then pros can co-exist with the internet.
