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Dr. GolfBruce Glasco, senior vice president and managing director of international operations at Troon, explains how clubs need to adapt to be successful

’m sitting at The Grove in Hertfordshire, one of England’s finest all-encompassing golf and leisure resorts, and a fitting

venue for my meeting with Bruce Glasco, Troon’s senior vice president and managing director of international operations. The Grove is one component of the company’s extensive global portfolio that takes in properties from Africa to Asia – a selection of eclectic resorts that vary in character and geography, but are all defined by high standards, quality and attention to detail.

“There can be no one-size-fits-all approach to golf, but one thing that is a constant is a real push for quality. We didn’t set out, nor does it remain our focus, to be the largest. We simply want to be the best,” Bruce tells me.

Troon is the largest golf management company in the world, specialising predominantly, but not exclusively, in the areas of operations, food and beverage, agronomy and membership sales. It has helped turn around the fortunes and expedite growth of numerous resorts across the globe, from those with huge financial backing to smaller-scale operations. All the facilities are different in character, but, as Bruce points out, Troon’s core principles remain constant.

Bringing golf up with the times, a focus on intangible qualities, a desire to eradicate modern scourges like slow play, making golf appeal to the modern generation and redefining membership models are all at the forefront of Troon’s thinking.

Troon Values Your Time – an initiative introduced in 2013 – was introduced to combat slow play. Each Troon-managed facility calculates an idiosyncratic Time Par for groups to adhere to, with a select number of Pacesetter Times available to those who feel they can play 20 minutes quicker than the Time Par.

“It’s really the first initiative that has not been limited to one market with regards to addressing a major problem. It’s a global

challenge – we are competing with people’s free time, which is more and more valuable to them, and will only continue to be so.”

But slow play is only one sphere, and getting people on the golf course in the first place is as big a challenge. According to Bruce, golf’s exterior perception, membership models, dress codes and strict adherence to rules are all hampering growth.

Dress codes“There’s a point at which history and regulation need to evolve like our golfers,” says Bruce. “The new generation that’s coming in are generally not ones that want to be told what to do. How can you tell people they can’t use their phone in the clubhouse when it’s an important part of their social life? How can

someone be told their smart jeans aren’t fine when someone is wearing a scruffy pair of trousers and they are? We also need to have faith in people. They will respect the history and heritage of the game and not go too far if we allow them to wear what they want.” Indeed, in 2012, Troon relaxed dress codes at its daily-fee facilities in an effort to reflect the paradigm of modern social living.

“I think one of the biggest challenges facing every business is understanding that, today, people want to be as comfortable as they’ve ever been,” Bruce adds. “You need to be prepared to have someone sat there with an iPad and a coffee after their round. Don’t tell people who’ve worn a jacket all week they need to wear one. They can if they want, but it should be their choice.”

Bruce’s power-to-the-consumer stance also extends to other strands of club life, such as membership. He thinks an a la carte, insurance-style structure – where prospective members sit down with membership committees to define their exact usage – will become more commonplace. With family time at a premium and budgets increasingly stretched, versatility, transparency and value for money are as important as ever before.

“If you’re so myopic in your approach that you don’t realise the family makes the decision, you’re not going to be in business very long,” he says.

Experience and expertiseTroon has been enlisted by standout resorts around the world because of its broad skill set, proven track record and extensive areas of competency. Troon has worked with The Grove from the outset on management of golf course operations, helping establish the Hertfordshire venue as one of the south-east’s most desirable golfing destinations.

“Sometimes, you have to recognise the value in what you have, and the lesson here is to never drop your quality,” says Bruce. Granted, very few golf clubs boast the resources The Grove has, but quality isn’t just defined by expenditure. “You have to train your staff to be welcoming, change the culture of your club, show a dedication to moving with the times. All aspects have to align to the ethos of quality – if one area drops off, it affects everything.” As a result of this commitment, the facility consistently scores over 90 per cent in Troon’s customer satisfaction surveys.

The Troon-managed Las Colinas Golf & Country Club in Spain managed to buck the economic trend in the tough Spanish market by adhering to the same principles. “There are so many examples in the golf industry of companies who decided to go downmarket and haven’t been able to get up off their knees,” says Bruce.

Clubs in the UK can also benefit from Troon’s example, particularly with regards

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Words Nick Bonfield Photography Duncan Nicholls, Kevin Murray

“Don’t tell people who’ve worn a jacket all week they need to wear one. It should be their choice”

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T R O O N G O L F

Troon Golf’s Bruce Glasco

Abu Dhabi Golf ClubThe Grove

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membership opportunities. As Bruce says, the only way to improve is by constantly analysing areas of your business and attempting to identify areas for improvement.

Both Bearwood Lakes in Berkshire and Centurion Club in Hertfordshire form part of Troon’s Privé collection – where members can enjoy free rounds of golf on participating courses around the world – and the Troon Advantage programme, which provides significant discounts at Troon-managed courses globally. While it’s a service only a large multinational company can provide,

the ability to think critically and creatively, and make changes to pre-existing membership models, is a skill that will become more and more important going forward.

High standardsIn terms of more traditional clubs, Prince’s provides a pertinent example of a venue keen to move into the 21st century. With the help of Troon – who advised in areas from agronomy to sales and marketing – the Kent resort updated its classic links and constructed a stunning new lodge to provide a complete

offering fit for the modern era. Bruce believes clubs with the desire and drive to upgrade their facilities, and those who refuse to rest on their laurels, will have the best chance of flourishing in the future.

It’s not just in the UK, though, where such values have contributed to success. Ongoing service training, constant monitoring of opportunities and identification of areas of improvement help ensure Abu Dhabi Golf Club – host to one of the European Tour’s most prestigious events – remains one of the Middle East’s standout resorts. Over the past two years, Lumine Mediterránea Golf & Beach Community in Spain has welcomed the European Tour Q-School, and hosted the International Golf Travel Market – one of Europe’s biggest travel events – in 2013.

In Asia, Troon is working with the Els Club Malaysia, using its expertise to grow the resort in a rapidly emerging market, and America is littered with examples of resorts turned around by Troon’s experience.

But what do all these venues have in common? The desire to improve and a dedication to high standards. Some clubs enjoy far larger budgets and growth potential than others, but all should aspire to advance. “Clubs can’t succeed long term if they’re not consistent from top to bottom. They should focus on doing everything to the best of their ability, control what they can and analyse all areas of the business to identify areas where they can improve,” says Bruce.

Given Troon’s track record, it’s advice all golf clubs – regardless of size, stature or budget – should take on board. n

About Troon... n With headquarters in Scottsdale, Arizona, and international offices in China, Australia, South Korea, Dubai and Switzerland, Troon is the world’s leading luxury brand golf management, development and marketing company n It currently manages more than 200 courses, including the likes of The Grove, Bearwood Lakes and Prince’s in the UKn Troon properties are located in 27 countries and 33 US statesn Some 48 Troon facilities enjoy a Top 100 ranking in national or international publicationsn Troon employs more than 9,000 highly skilled individuals worldwide in every operational area, from golf course maintenance to food and beverage and management, with more than 150 employed at its corporate HQn Troon facilities have hosted more than 35 professional golf tournaments, with eight active events currently hosted at Troon-managed propertiesn More than five million rounds a year globally are played at Troon-linked resorts

“Clubs should analyse all areas of the business to identify areas where they can improve”

Prince’s Golf Club

Las Colinas Golf & Country Club