GOLF 2.0 PLAYER DEVELOPMENT PLAYBOOK
How to Analyze
Internal
To conduct your internal analysis it is best to utilize a SWOT analysis, a traditional business approach.
Through this process you will analyze four dierent areas of your Player Development eorts: Strengths,
Weaknesses, Opportunities and Threats. This approach will help you develop a realistic assessment of
what works well, and even more importantly, what could be improved.
This critical step will be used in the development of your business plan and objectives as well as your
marketing plans. You will want to capitalize on your strengths, minimize weaknesses, take advantage
of opportunities and neutralize threats.
See the Appendix for a SWOT Analysis Guide (found in Playbook Appendix), including a series of
self-assessment questions you can use to assess internal and external factors and their influence
on your Player Development programs.
STRENGTHS
• Commitment to Player Development already
exists at the facility
• Great team of highly qualified PGA and
LPGA Professionals
• Most of the Professionals are currently oering
programs targeted to women and new golfers
• Management’s desire to enhance Player
Development commitment and drive results
• Quality facilities
OPPORTUNITIES
• Enhance strategic approach to Player Develop-
ment – planning and collaboration between man-
agement and professionals
• Develop and implement plans for retention
• Provide instructors with incentives for creating
new golfers and getting them to play
• Learn more about existing customers and students
• Activate a system to track results - consolidate
student records into central database for market-
ing and tracking purposes
• Expand eorts to welcome new golfers
- website, signage, sta training
• Enhance use of existing facilities – one facility
is an executive course, another has nine
holes being underutilized
• Utilization of national programs and best practices
WEAKNESSES
• Management feels the instruction has under
-performed – not creating new golfers
• PGA and LPGA Professionals are independent,
thus there has been limited collaboration
between one and another and management
• No systems in place to track results – as a result
there was no quantifiable evidence that the in-
struction programs are having an impact
on golf course revenues
• Limited proactive messaging and marketing
eorts to bring in and welcome new golfers
THREATS
• Missing opportunities for potential synergies
between management, Professionals and
facilities to collaborate for planning,
marketing and programming
• Lack of planning and not having strategies
to turn students into golfers
• Not accounting for impact of Player
Development programs
• Lack of communication with students to
keep them coming back
• Inconsistent messaging being delivered
by frontline sta
• Professionals not having a vested interest
in generating rounds of golf
EXAMPLE SWOT ANALYSIS
13