CASE STUDY


located in a reasonably wealthy area, and the members clearly enjoy this upmarket feel. I stock Nike apparel (doing very well with the embroidable Victory polos), Graeme McDowell’s Kartel range, and Stuburt, whose winter gear is very well priced. And with the crest I don’t have to discount, so I can keep profit margins up. Accessory manufacturers also seem to be more in tune with helping the pro than many equipment firms in the terms of business they offer. Many have brought their commitment levels down. Masters are offering a stunning deal of a 50% discount if you buy £600 of accessories.


I want to emphasise that I am not advising you to ditch selling golf clubs and start selling tee pegs. My point is simply that while it is easy to assume we should be devoting a lot of our time and cash to stocking, custom- fitting and selling golf clubs, not everyone’s business can support it in today‘s web- influenced marketplace.


Don’t just jump on the custom-fit bandwagon. You have to be cleverer than that. Make your business decisions on where your time is best and most profitably spent, based on your own, specific situation. If that turns out to be a £30k investment in a hi-tech swing studio, then great; but there might be a better way for you to make money. It might be smaller turnover for more profit in certain areas, or perhaps a retail strategy that frees you up to do other things, like coaching. Whatever it is, it’s for you to discover: but don’t be scared to find your own way.


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the day, I am running a business – and clubs are not paying for me. So instead, I am focusing on areas that represent a better investment of my cash and time. One of these is creating more of an upmarket image for my shop by doing very good logoed apparel, oſten with the club crest. It’s an approach you typically see in the shops of the most prestigious clubs. Chestfield is perhaps not one of those, but it is not far off. It is


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