Asian Club Business – June, 2014

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Issue #65

Golf Clubs & Resorts

JUNE 2014

Official Magazine for CMAA-Asia Pacific Chapter asiapacificgolfgroup.com | golfconference.org | cmaa-asia.com

Chinese Golf Dragon SlayeD! SPECIAL EVENT // ASIA PACIFIC GOLF SUMMIT 2014 – Asia to the Fore!

Manufacturers

ASIA P CHAP

PUBLISHER's OFFICE MIKE SEBASTIAN

mike@asiapacificgolfgroup.com

the Golf Industry is in a rut!

So what are we doIng About IT? Well, when you come to think about it, it seems not very much! All of the so-called “grow the game” initiatives launched by golf’s gate-keepers have yielded no real lasting, positive results.

The report continued, quoting Allen Adamson of brand consulting firm Allen Adamson as saying, “Golf is in a bit of a drought. It’s a pretty high-price sport, and leisure time is getting crunched.”

The report goes on to record a whole litany of problems challenging the growth of the industry with no real lasting solution in sight to stop the decline. However, the report ends with one encouraging note.

The game’s languishing status in the roughs has drawn the attention of Bloomberg News, the latest in a long line of major media players who have focused the spotlight on golf’s decline.

In a special report Bloomberg’s Lindsey Rupp and Lauren Coleman-Lochner pose some serious questions about the future directions of the game.

Quoting another consultant, the report went on to point out: “It’s something that’s associated with boom times … most of society’s not moving up, and golf is associated with moving up.”

Quoting Casey Alexander, a New Yorkbased analyst at Gilford Securities Inc., he said, “In Asia, golf is growing just fine.”

They report, quoting the National Golf Foundation, that “about 400,000 players left the sport last year in the U.S. While almost 260,000 women took up golf, some 650,000 men quit.” According to the report slow sales of clubs and other gear in the U.S. dragged down results in major listed sporting goods stores.

This again goes to show that the “once goto activity for corporate bonding, the sport is suffering from an exodus of players, a lack of interest among millennials and the mass closure of courses.”

The report points out that “there also are fewer places to play golf these days with only 14 new courses being built in the U.S. last year, while almost 160 shut down.”

According to the National Golf Foundation last year marked the eighth straight year that more courses closed than opened.

The people sticking with the sport are playing fewer rounds than before, often opting for nine holes rather than 18. In total, U.S. golfers played 462 million rounds last year, according to Golf Datatech. That was the fewest number since 1995.

“Golf has been a crummy business for a long time,” said Paul Swinand, an analyst at Morningstar Inc. in Chicago.

Wonder where he got this information from? Asia does not have a organisations like the National Golf Association, the USGA, the PGA or for that matter, any credible body that keeps track of the growth or decline of the game in Asia.

Let us just pay heed to the fact that golf, being a global game, suffers from the same problems on a universal scale. The only variance would the degree of the problem.

Honestly, Asia is also feeling the same crunch but we just don’t know how severe it is and how to tackle the problems? Why you may ask? Because we don’t have a handle on the problems and until we do, we’ve got to fly by the seat of our pants in Asia! We’ll just have to keep on poking our index finger into the air to gauge the temperature of the industry!

Publisher/Editor: Mike Sebastian Executive Director: Angela Raymond Art Director: Saiful Sufian Video: Editor Wayne Lwee Finance: Myra Paras Marketing Executive: Alice Ho PUBLISHED BY: Asia Pacific Golf Development COnferences Pte Ltd Contact: mike@asiapacificgolfgroup.com OFFICIAL Websites: www.asiapacificgolfgroup.com; www.golfconference.org Office ADDRESS: Suite 05-06, Hong Aik Building, 22 Kallang Avenue, Singapore 339413 Tel: 65-6323 2800 Fax: 65-6323 2838 ALL RIGHTS RESERVED. No part of Asian Golf Business may be reproduced in any form or means without the written permission of the publisher. Opinions expressed by writers and advertisers within Asian Golf Business are not necessarily endorsed by Asian Golf Business. Asian Golf Business accepts no responsibility for unsolicited manuscripts, transparencies or other materials. Manuscripts, photographs and artwork will not be returned unless accompanied by appropriate postage.

Asian Club Business

JUNE 2014  02/03

CONTENTS ISSUE #65, JUNE 2014 – CHINESE GOLF DRAGON SLAYED!

COVER STORY:

Has The Chinese Fire-Breathing Dragon Lost its Puff?

Pg8 With this state of malaise prevailing in China, keeping golf communities thriving is going to be a huge challenge. At present all indications point to golf communities in China not being able to sustain themselves and this is most definitely going to give cause for a continuing trend in drastic cut backs in new course development. All said and done – China will continue to be an intriguing and beguiling enigma as far as golf is concerned.

ASIAN CLUB BUSINESS

ASIA PACIFIC GOLF SUMMIT 2014 Asia to the Fore! Pg16

Pg16

SYLVAN BRABERRY

APGS 2014 will work on a strategic platform which aims to address the challenges and needs of the Asian golf industry through experts familiar with the geography and business practices of the region. That said it makes sense to draw on professional talent already working in the region to deliver key addresses and to be part of panel discussions. These are the people most familiar with the challenges and needs of the club industry in Asia – an industry that is made complex through language, cultural and social differences. What works in clubs in Singapore will not necessarily work in Vietnam and vice versa. This is the complexity and diversity of club operations in the region where homogeneity does not exist.

ACCOLADES Cape Continues to Blaze Golf’s Eco Trail Pg22 This year, Audubon International renewed Cape Kidnappers GC as a Certified Audubon Cooperative Sanctuary, golf's highest environmental designation. Only 873 of the world's approximately 35,000 courses have achieved this certification.

Cape Kidnappers shares their eco program.

Pg22

Schmidt-Curley Design Hits a Jack-Pot in Vegas! Pg30 To be named a top golf course for six years in succession in what is arguably one of the most competitive arenas for golf courses, Schmidt-Curley Design’s Bali Hai Golf Club has been named Best Golf Course in Las Vegas. Asian Club Business reports.

Pg30

COURSE @PLAY Long Thanh Vientiane – A Vietnamese Gift from Laos to the World Pg32 There is no place more exotic than the Lao People’s Democratic Republic in Southeast Asia. Known to most of the outside world as Laos, this is an ancient land that was once a royal kingdom between the 14th to the 18th Century. A special site report by Asian Club Business.

Pg32 JUNE 2014  04/05

CONTENTS ISSUE #65, JUNE 2014 – CHINESE GOLF DRAGON SLAYED! SPECIAL FEATURE Turn “Trust Builders” Into “Tenure Builders” Pg40 How do some managers do it? While there tends to be a high amount of turnover in many private club manager positions, there are some general managers who have served for five to ten years in every position they have held. The secret to a lengthy tenure at any club is the general manager’s ability to build trust with his/her board of directors. Richard Kopplin of Kopplin & Kuebler shares his insights

CLUB MANAGEMENT WITH JAMES CRONK Part 4: Systems For Success – Deliver Success! Pg44 In this issue we discuss how to keep our rocket (and our people) on course! First, we need process. The more structure and clarity that we provide our team the better they will perform. Second, we need to make sure that our communication process is designed so that everyone knows ‘what’ they need to know and ‘why’ they need to know it. And finally, and most important, we need to reward and recognize great employee’s so that we distinguish between a mediocre effort and one that is above and beyond. James Cronk reports.

Pg40

Pg44 BRUCE WILLIAMS – THE GOLF SAGE Global Golf and Its Importance to the Game 48 Building golf courses is important but making them viable businesses with proper management and proper budgets is something that cannot be overlooked. Take into account affordability, accessibility and environmental awareness. Bruce Williams provides the inside dope on how not to just consider the cost to build a golf course but also the cost to maintain it for long term success.

ASIAN CLUB BUSINESS

Pg48

READING THE TEA LEAVES Becoming a Strategic Directioneer Pg54 Strategic directioneers are no more than trench diggers who see the future impact of current decisions. Great clubs have lots of strategic directioneers who don’t even know that’s who they are – busboys, maitre d’s, managers, committee members, board members. Each can and should be thought of as a directioneer. Everyone in the trenches can be taught by the right person–presumably, the general manager or the president–to see the future in their handiwork. Gregg Patterson (pictured right), general manager of The Beach Club, USA does some tea-leaves reading on this topic.

Pg54

GADGETS @PLAY Who Needs a Caddie with CaddieOn in Tow! Pg60

Pg60

Finally, an awesome application that helps you play your golf game the way you should play it. It’s an application that helps you keep track of the precise distances you get with each club in your bag, maintain a running tab on your scores hole by hole and totes it all up at the end of the game. How cool is this? It’s the best darn killer app yet for a golfer. The product is called CaddieOn and the genius behind the application is a Nokia alumni from Finland who answers to the name Tuomo Lalli, chief executive officer of CaddieON.

GENERAL NEWS  Big Easy’s Malaysian Project Destined For Greatness Pg64  Mission Hills Showcases Its Sustainable Practices Pg66  Jacobsen Appoints New Man For APAC Pg70

Pg64 JUNE 2014  06/07

COVER STORY GOLF IN CHINA

“The golf boom in China shows no sign of abating in the short term as the Chinese embrace the game. Whilst the first generation of courses were built to serve Japanese and Korean residents now the courses are targeting the affluent home grown Chinese.

Most of the world’s leading golf architects have projects there and the standards are rising all the time. China is also now a booming market for Golf Tourism as exiting new courses are balanced by traditional tourist activities of Historic sites and Cultural pursuits.” This is how Thomson Perrett Golf Course Architects assessed the Chinese golf market some three to four years ago.

has the chinese Fire-breathing Dragon lost its ASIAN CLUB BUSINESS

e

s puff?

JUNE 2014  08/09

COVER STORY GOLF IN CHINA All of a sudden, the unabated excitement over golf development in the Middle Kingdom has become eerily quiet. As the new Chinese regime cracks down on wide-spread corruption in the country and with the slowing down of the once hyper-paced economy, the Chinese dragon seems to have lost its puff.

Golf course architects that we contacted for reactions mostly sounded very disappointed with the pace of golf course development in China or the lack of it. One major international architect declared that he was hopelessly frustrated with the state of affairs in China relating to golf development.

Another architect looking totally despondent reacted, “Golf in China has been awful for over two years now. I have several projects with the plans done that have been on hold for years. I have several contracts out waiting to be signed and don't know if that will ever happen. We opened there last year but only built one which will open this summer. Have no idea if any more will start this year or not.”

For those not familiar with golf course development in China, it would be worth mentioning that the communist regime has an effective moratorium in place which bans the building of golf courses. However, put it down to human ingenuity, Chinese developers have managed to squeeze past the authorities and build some 600 golf courses since the ban was imposed.

Depending on who one talks to, this number may balloon to 1000 golf courses. No one really knows but all the same, the spin is out there that more courses are expected to be built. It’s incredulous but that’s China and we may never know the actual population of courses currently in that country or the number of active golfers.

Footnote: If the poor attendance of golf course architects and designers at this year's Beijing Golf Show is any measure of the health of the golf industry in China, then the state of the industry is not too healthy. There was a big drop in registered attendance from architects and designers. In fact, overall attendance was reported to be down.

The China Golf Association claims that there are 3 million golfers in China while the National Golf Foundation of America has placed the population at a more conservative estimate of 1 million (which we still believe is off the mark – it’s got to be lower). The point that we are trying to make is that unlike North America, there are no reliable touch points or reliable research statistics to indicate precise numbers in terms of courses, rounds played, number of players etc. It’s one big, wild guessing game and this is exactly what many foreign stake-holders were betting on, only to find out that they hedged their bets wrongly.

“In short I have no idea what's happening nor does anyone else,” exclaimed another architect.

A supplier of turf for golf courses was glum when he spoke with Asian Club Business: “My business is 50% off and that’s not a happy position to be in.” Another architect pointed out, “We need to diversify - China is precarious at best. I would look at re-modelling

ASIAN CLUB BUSINESS

"The China Golf Association claims that there are 3 million golfers in China while the National Golf Foundation of America has placed the population at a more conservative estimate of 1 million (which we still believe is off the mark – it’s got to be lower). The point that we are trying to make is that unlike North America, there are no reliable touch points or reliable research statistics to indicate precise numbers in terms of courses, rounds played, number of players etc. It’s one big, wild guessing game and this is exactly what many foreign stake-holders were betting on, only to find out that they hedged their bets wrongly."

“Golf in China has been awful for over two years now. I have several projects with the plans done that have been on hold for years. I have several contracts out waiting to be signed and don't know if that will ever happen. We opened there last year but only built one which will open this summer. Have no idea if any more will start this year or not.”

– A golf course architect because there’s substantial work for renovation of all the crappy Chinese courses built by bad designers that nobody wants to play on.”

Well, maybe there’s a silver lining after all but that’s not what we are here to examine. The mission is to get down to brass tacks and find out what is sucking out all of the exuberance from the Chinese golf development juggernaut.

“We need to get China off high-centre – it’s frustrating. China is really wacky right now and it’s not good!” was one architect’s reaction.

Now that we’ve gone through all the ranting, let’s get down to possible causes for the shine coming off China’s reported golf boom.

The down-turn is definitely a direct result of Chinese President Xi Jinping’s brutal affront on corruption. He’s got a whole bunch of high-living bureaucrats and technocrats from the Chinese communist party on the run. Coupled with this is the softening of

the Chinese economy and its real estate sector.

Real estate in China is closely tied to the interests of the Chinese Government. A lot of local government (provinces) debts are based on land revenue. Put simply, if there was no money, developers would go bankrupt, banks would run into problems, bad debts would accumulate and local government debts would default. All these are related. Can you now see how all this is affecting golf development? The saga continues to unravel. Read on!

The huge cut-back in loans to the real estate market will result in the market dropping further and there is every possibility that it may collapse. According to the Beijing University Guanghua School of Management’s Wang Jianguo: “The economy is already not very good at present. A real estate crash would cause financial crisis in China. The real estate at second tier, third tier and fourth tier cities has dropped badly.”

A good example of this can be seen in the 2014 first quarter real estate investment figures in four provinces where the numbers were negative, with Heilongjiang and Jilin declining more than 25%.

JUNE 2014  10/11

COURSE @PLAY GOLF IN CHINA "The fact that China has allowed the growth of unregulated shadow banking has generated even more risks for China's economy which has affected the real estate market which in turn has hit the golf course development industry. It’s all related and tied in and until this mess is cleared up, things can only get worse before there are signs of improvement."

Observers feel that China’s property market is in a typical crisis of over-production, with more than 68 million vacant housing units.

The complexity of the problem is that China's financial sector has accumulated considerable risk in recent years, with broad money created in the shadow banking environment. This has reportedly ballooned at the end of last year to 110.7 trillion Yuan which is almost twice the country's gross domestic product.

The fact that China has allowed the growth of unregulated shadow banking has generated even more risks for China's economy that has affected the real estate market which in turn has hit the golf course development industry. It’s all related and tied in and until this mess is cleared up, things can only get worse before there are signs of improvement.

Meanwhile Japan’s Nomura Securities also pointed out that China has a serious surplus of housing and the real estate bubble has burst.

So how does this affect the golf course development business?

Simply put, most golf courses in China are built as an excuse to develop real estate. Golf course development in China is rarely connected with a genuine interest to develop and grow the game of golf although many will dispute this statement. However, the facts speak for themselves.

Take a look at the Chinese tourist haven of Hainan where a residential complex at a large golf resort offered an initial 1,000 homes, which went on the market in 2011 and were all sold out.

The development's larger villas have sold for as much as US$5 million; its condos, which range from 1,076 to 3,200 square feet, have sold for US$260,000 to US$780,000. A second phase of 2,000 units will go up for sale this summer. Also on Hainan Island, the 2,500-acre Hainan Lingshui Clearwater Bay has sold more than 10,000 apartments, townhouses and villas since March, 2009.

Are these properties really occupied or is it a case of China’s rich just

"Simply put, most golf courses in China are built as an excuse to develop real estate. Golf course development in China is rarely connected with a genuine interest to develop and grow the game of golf although many will dispute this statement. However, the facts speak for themselves."

Hainan Lingshui Clearwater Bay

12/13  JUNE 2014

ASIAN CLUB BUSINESS

Tiger Woods conducted a golf clinic for juniors in Hainan, China.

12/13

COVER STORY GOLF IN CHINA CCP Roughs Up Illegal Courses It’s official. China has embarked on a crackdown on the illegal construction of golf courses in the country.

In the latest wave against illegal golf courses, five courses were snuffed out in a bold move to protect agricultural farmland.

China’s official news agency Xinhua, in a statement released in Beijing in May declared that the National Development and Reform Commission and the Ministry of Land and Resources had acted on golf courses in Beijing, Yunnan Province, Liaoning Province and Ningxia Hui Autonomous Region that were illegally built on farmland.

The CCP’s wrath was severe – it just demolished the courses and their owners were fined heavily.

Technically, the majority of golf courses are illegal because there is a ruling in place that has banned the construction of golf courses and this was put into effect in in May 1997.

Although this ruling has been in place, its enforcement has always been in doubt. Courses continued to be built, openly defying the ban.

Now, according to Xinhua, local authorities have been told to abide by the golf moratorium and to fully implement regulations and severely punish violators.

Based on this CCP action, expect to see many golf courses built on arable land demolished. Looks like the Central government is responding to a groundswell from the masses who are venting their frustrations. parking their funds in real estate investments? The answer to this really lies in the fact that there is concern some golf communities are already becoming ghost cities because properties are bought as investments and are rarely used. As one architect put it, “They're sold, but most are empty."

With this state of malaise prevailing in China, keeping golf communities thriving is going to be a huge challenge. At present all indications point to golf communities in China not being able to sustain themselves and this is most definitely going to give cause for a continuing trend in drastic cut backs in new course development. So, will the Chinese golf dragon regain its composure and start breathing fire again? According to one informed source, there may be a glimmer of hope and optimism that there will be new course developments

14/15  JUNE 2014

especially in the 2nd, 3rd, and 4th tier cities (but this is where shadow banking has been rampant and out of control, causing the real estate market to tank).

The same source went on to caution that China can be challenging in many ways to do business and that it is very difficult to predict.

According to him, the Chinese authorities are really protecting where a developer can build right now. Courses have to be constructed on either very mountainous terrain or infill sites and there is also a restriction in place in certain areas of the country on water usage where surcharges are involved to water to irrigate golf courses. All said and done – China will continue to be an intriguing and beguiling enigma as far as golf is concerned.

ASIAN CLUB BUSINESS

ASIA PACIFIC CHAPTER Take the bold decision to become an active member of the Asia Pacific Chapter of the Club Managers Association of America.

ASIA PACIFIC CHAPTER

Act Now! Download the application form and fax it to us for processing. www.cmaa-asia.com info@cmaa-asia.com

Professional Recognition For The Club Manager Has Finally Arrived In Asia!

©Bruce Mathews

If you are a golf club manager anywhere in the Asia Pacific, you can now become a proud member of the most prestigious association representing your profession – the Asia Pacific Chapter of the Club Managers Association of America.

The Club Managers Association of America (CMAA) is the professional Association for managers of membership clubs. CMAA has close to 6,500 members across all classifications. Our manager members operate more than 2,500 country, golf, athletic, city, faculty, military, town and yacht clubs.

The objectives of the Association are to encourage the education and advancement of members and to assist club officers and members, through their managers, to secure the utmost in efficient and successful operations.

CMAA provides its members with the expertise to deliver an exceptional club experience that fulfills the unexpressed needs and desires of its members and guests consistent with their lifestyles. We enhance our members' success by offering professional leadership development, ethical standards and responsive services.

This mission is accomplished through the following strategic priorities:  Providing state-of-the-art educational programmes;  Representing the members to allied associations, club members and a broader public; and  Providing unique information and resources that increase member performance and career potential.

The Asia Pacific Chapter of the Club Managers Association of America Advancing The Profession of Club Management Suite 06-06, Hong Aik Building, 22 Kallang Avenue, Singapore 339413

Contact: Mike Sebastian +65 9152 8162 (Mobile)

ASIA PACIFIC CHAPTER

ASIA PACIFIC GOLF SUMMIt 2014 A SPECIAL EVENt FOR THE CLUB BUSINESS INDUSTRY “A lot of planning, effort and time is being put into APGS 2014 and I urge everyone in the golf and club industry to make a concerted effort to attend this twoday knowledge event – it will be time well invested,” – Sylvan Braberry

For more details visit www.golfconference.org

ASIAN CLUB BUSINESS

Sylvan Braberry Chief Executive Officer CMAA – Asia Pacific Chapter

ASIA TO THE FORE!

After seven years, the Asia Pacific Golf Summit (APGS) is returning to its home base, Singapore. Over the years, this major international conference on the business of golf has played host to virtually all the big names who rule over golf in the Western hemisphere.

It has served as the pulpit for gurus from all over the world, especially the United States of America, to preach to Asia about what this giant Continent has to do to become a major force in the game of golf.

with the geography and business practices of the region. That said it makes sense to draw on professional talent already working in the region to deliver key addresses and to be part of panel discussions.

It has to be noted that most of these gurus were drawn from the same group of experts who have played a role in landing the golf industry in the West in the doldrums by over-building and failing to see their own demographics coming at them!

These are the people most familiar with the challenges and needs of the club industry in Asia – an industry that is made complex through language, cultural and social differences.

While the contributions made by these gurus were informative, more often than not, the information provided was not totally relevant to Asia. This was due to a myriad of reasons caused by cultural, social and lifestyle differences.

With the benefit of hindsight, APGS 2014 will work on a strategic platform which aims to address the challenges and needs of the Asian golf industry through experts familiar

for the past few years and reach out to men and women who can make a meaningful and practical contribution to the club industry in the region with information and guidance that is both directly relevant and applicable to local needs,” explained Mike Sebastian, chief executive officer of the Asia Pacific Golf Group, the owner and producer of APGS 2014.

What works in clubs in Singapore will not necessarily work in Vietnam and vice versa.

This is the complexity and diversity of club operations in the region where homogeneity does not exist.

“Food and beverage services is a good example to show the huge difference between clubs in Asia and clubs in America – we have had experts address the Summit over the years on hamburgers, steaks and salads when they should have been instead talking about local cuisine and this was where the disconnect occurred,” Sebastian pointed out.

Given these nuances, it makes excellent business sense to recruit speakers from within the region who have hands on experience and knowledge on the operational needs of clubs. “APGS 2014 will break away from what it has been doing

The content strategy for APGS 2014 is to think international for standards but practice local for implementation and functionality. “We believe that all of our clubs should aim to provide an international standard of service but be very local at the same time to cater to

Given these nuances, it makes excellent business sense to recruit speakers from within the region who have hands on experience and knowledge on the operational needs of clubs. “APGS 2014 will break away from what it has been doing for the past few years and reach out to men and women who can make a meaningful and practical contribution to the club industry in the region with information and guidance that is both directly relevant and applicable to local needs,” – Mike Sebastian, CEO of Asia Pacific Golf Group

JUNE 2014  16/17

special ASIA PACIFIC Feature GOLF SUMMIt 2014 A SPECIAL EVENt FOR THE CLUB BUSINESS INDUSTRY

"What works in clubs in Singapore will not necessarily work in Vietnam and vice versa. This is the complexity and diversity of club operations in the region where homogeneity does not exist." the needs of our members and their families,” declared Sylvan Braberry, chief executive officer of the Asia Pacific Chapter of the Club Managers Association of America, a partner of APGS 2014.

Braberry fully understands the dynamics of thinking international and being local as he has been the chief executive officer of a number of major clubs including Singapore Island Country Club, the largest and richest golf club in Southeast Asia.

“Having been in the club industry and possessing an intimate understanding of what works and what doesn’t, we have to start looking at developing a sort of Asian knowledge and practices depository for Asian clubs to draw upon and learn from,” suggested Braberry.

He went on to elaborate, “Take the Asian hotel industry and airline industry – outside of the

hardware and the brick and mortar fixtures, we are different from the West in many ways and this is what we need to aim for insofar as our clubs are concerned – we have to be relevant to the needs of our members and society at large.”

landscape that challenges the growth of the game of golf and Singapore is the perfect fit for change as it is widely regarded as the global laboratory for change – a nation that is constantly on the look-out for a better way to get things done!” stated Sebastian.

The strategic shift in the Summit’s content is both timely and ideally suited to the event’s venue which is Singapore.

The full programme and list of speakers for APGS 2014 will be made public in June on the event’s web site at www.golfconference.org

This island nation, one of the most dynamic and forward thinking countries in the world is the perfect launch platform for a paradigm shift on how clubs in Asia operate in the years ahead. Innovation and cutting edge thinking will lead the thrust of the Summit and it will be powered by a theme that calls for a “New Drive. New Energy. A Revitalised Industry!”

“A lot of planning, effort and time is being put into APGS 2014 and I urge everyone in the golf and club industry to make a concerted effort to attend this two-day knowledge event – it will be time well invested,” declared Braberry.

“APGS 2014 will push the envelope for change as far as it will go in its continuing efforts to grow the game in a rapidly changing

APGS 2014 will be staged at what is perhaps the most spectacular integrated resorts in the world, the imposing Marina Bay Sands which stands majestically on the fringes of the central business hub of Singapore. A true wonder of the 21st Century.

“Having been in the club industry and possessing an intimate understanding of what works and what doesn’t, we have to start looking at developing a sort of Asian knowledge and practices depository for Asian clubs to draw upon and learn from,” – Sylvan Braberry 18/19  JUNE 2014

ASIAN CLUB BUSINESS

The hunt for the BEST in the Asian golf industry has begun!

Voting for the BEST in thirty-two special categories opens on May 1, and the search for the BEST will close on July 31.

Now is the time to rally your members and club supporters to vote on-line for their favourites. Note that voting is only valid via the 2014 Asian Golf Awards on-line link.

Please note that every completed voting form must include the full name and e-mail address of the person making the submission. This is for verification purposes.

IN CONJUNCTION WITH:

Asia PacifIc Golf Summit 2014 – NEW DRIVE. NEW ENERGY. A REVITALISED INDUSTRY!

SINGAPORE The GLobal LaBORATORY FOR CHANGE. www.golfconference.org

Singapore, one of the most dynamic and forward thinking countries in the world will be the staging point for the 2014 Asia Pacific Golf Summit. Innovation and cutting edge thinking will lead the thrust of the Summit and it will be powered by a theme that calls for a “New Drive. New Energy. A Revitalised Industry!”

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Helping to Help The Golf Industry Help Itself To Deliver The Best!

Asia PacifIc Golf Summit 2014 – NEW DRIVE. NEW ENERGY. A REVITALISED INDUSTRY! APGS 2014 will push the envelope for change as far as it will go in its continuing efforts to grow the game in a rapidly changing landscape that challenges the growth of the game of golf.

Singapore is the perfect fit for

change as it is widely regarded as the global laboratory for change – a nation that is constantly on the look-out for a better way to get things done!

APGS 2014 will be staged at what

is perhaps the most spectacular integrated resorts in the world, the imposing Marina Bay Sands which stands imposingly on the fringes of the central business hub of Singapore. A true wonder of the 21st Century.

NovemBER 14-15, 2014 MARINA bAY SANDS, SINGAPORE Sands EXPO AND CONVENTION CENTRE On-line registration will open on June 1, 2014. www.golfconference.org

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Helping to Help The Golf Industry Help Itself To Deliver The Best!

ACCOLADES NEW ZEALAND GOLF's ECO TRAIL

ASIAN CLUB BUSINESS

Cape continues to blaze golf's eco trail!

The celebrated 18 here at Cape Kidnappers has, in the first two months of 2014, solidified its place among the top-ranked courses in the world, along with its standing as the game's most ambitious environmental golf property.

JUNE 2014  22/23

ACCOLADES NEW ZEALAND GOLF's ECO TRAIL This year, Audubon International renewed Cape Kidnappers GC as a Certified Audubon Cooperative Sanctuary, golf's highest environmental designation. Only 873 of the world's approximately 35,000 courses have achieved this certification. Prior to this, Golf Digest issued its first-ever global top 100 and Tom Doak-designed Cape Kidnappers came in at #22.

There are three Audubon-certified courses ranked ahead of Cape Kidnappers (www.capekidnappers.com) on the Golf Digest list, all in the U.S.: #1 Pine Valley GC, #14 Merion GC, and #15 Pebble Beach.

However, it's unlikely that any course ranked above or below Cape Kidnappers is home to as many endangered species introductions or wildlife protection zones, to say nothing of kiwi footprints in bunkers and rare kakariki birds nesting in the maintenance shed.

"We've recently added bee hives to the property, which will help pollination of all the Cape's plant species and we plan to extract our own 'Cape Honey' for the restaurant at some point," said Cape Kidnappers course superintendent Brad Sim. "We've also added some 1,689 native plantings in the last year, representing 11 different species, and a wildflower field, which is more a point of interest for our non-golfing guests, perhaps, but it looks pretty spectacular. It's this combination of world-class golf, lodging and environmental programs that makes Cape Kidnappers so unique.

"On the golf side, we do take notice of new world rankings," the Australian-born Sim continued. "We're quite proud and definitely have high goals to maintain our spot, or improve it. With Kauri sneaking up

a few places, too [sister course Kauri Cliffs GC in Bay of Island, NZ is ranked #39 on the same list], we're obligated to keep pace."

Cape Kidnappers is more than an elite golf and resort venue – it's an actual landform unto itself, a triangular headland whose white cliffs jut 8 kilometers into the Pacific from the North Island, wine-region community of Napier. Owned by American hedge-fund legend Julian Robertson, the golf course and adjoining lodge (the 5-star Farm at Cape Kidnappers) occupy but a fraction of a 2,400-hectare property that represents one of the largest privately owned wildlife preserves in New Zealand.

The resort itself, The Farm at Cape Kidnappers, has earned a lofty reputation in its own right. In 2010, it was named to Travel+Leisure's "World's Top 50 Hotels". It earned Gold List status from Condé Nast Traveller for 2012. Soon the celebrated dining room will serve its own honey alongside the meat and vegetables raised on property.

Yet Cape Kidnappers also maintains the largest gannet colony in the world. Populations of rare kiwi and pateke birds – plus the very rare brown teal duck -- are routinely released and nurtured here, on land protected by a predator-proof fence some 13 km in circumference.

Guests are invited to hike and explore the vast property – even track kiwis now living in the Cape Sanctuary.

Sim's maintenance staff routinely works alongside Farm and Cape Sanctuary staff to ensure the on-course environment complements work carried out across the wider property. This means, among other things, carrying out pest control, monitoring water quality in old farm dams, maintaining the integrity of the predator-proof fence,

A clip of the Bee Hives and Wildflower Fields

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ACCOLADES NEW ZEALAND GOLF's ECO TRAIL

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"We've also added some 1,689 native plantings in the last year, representing 11 different species, and a wildflower field, which is more a point of interest for our non-golfing guests, perhaps, but it looks pretty spectacular. It's this combination of world-class golf, lodging and environmental programs that makes Cape Kidnappers so unique."

VIEW PHOTO GALLERY – CLICK HERE

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ACCOLADES NEW ZEALAND GOLF's ECO TRAIL restoring habitat for native species, and removing invasive species like blackberry, pink ragwort and boxthorn.

"We on the golf staff get involved with wildlife conservation efforts as much as possible," Sim said. "Prior to my arrival, the staff helped with building the bird-breeding aviaries and also installed their water supply, something we continue to maintain. We got a nice thank you for that effort when we found the kakariki trying to nest in our maintenance shed last year.

"We always have a couple staff at any release of new species. Recently there was a release of a predominately ground-dwelling bird, the Saddleback, which for many years only survived on a predator-free offshore island. They were brought in by helicopter and lots of locals came to witness the release, which was months in the planning."

Iwi representatives [Maori tribal elders] from both the bird's island of origin and Hawkes Bay region performed a karakia, which is a blessing or prayer.

"All watched over the release with great pride. The whole process is quite spiritual actually, as most of the releases are," Sim said. "The Saddleback in particular didn't go so well at first, but we've recently got evidence they're breeding: chicks and hatchling remnants. These are ground-running birds. They don't fly far, but they found a pair outside the Sanctuary in a local's garden down in Te Awanga, 1015 kilometers away. This pair was released back into the sanctuary.

The population will be 'topped up' in August, with a release of more saddleback collected from Bushy Park in Wanganui."

When he and his staff aren't releasing rare species or nurturing highly sought after makuna honey, Sim does what all superintendents do: He tends to his golf course. They are working hard this season at organic matter reduction/control, which includes coring fairways for the first time since the club opened in 2004. ("Good, solid organic tactic. All about increasing turf health.")

As part of Cape Kidnappers' recent recertification, Audubon International enlisted the help of Craig France of the Sustaining Hawkes Bay Trust. France visited the course and observed first-hand, and in great detail, Sim's environmental practices on course and off.

"Craig applauded your continuing efforts to maintain naturalized areas on the golf course, which provide valuable water, food and habitat for local and migratory wildlife in the area," wrote Doug Bechtel, Audubon's associate director of Environmental Programs.

"He noted your extensive native plantings, sighted kiwi prints in a sand bunker, and was impressed by the diverse and extensive wildlife corridors and buffer habitats around all water bodies!

"Your pest management methods and chemical use practices at the course are exemplary, and we applaud your use of scouting, setting thresholds for turf diseases and pests, and creative use of cattle for Porina grub control. These are great examples of integrated pest management. Craig recorded all your appropriate IPM methods, and noted your rotation of low toxicity pesticides and wide no-spray zones. We applaud these efforts and consider them good role models for other facilities."

A clip of the kakariki being fed during a release staged in September 2013.

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ACCOLADES SCHMIDT-CURLEY DESIGN

SCHMIDT-CURLEY Design HITS A JACK-POT in VEGAS! To be named a top golf course for six years in succession in what is arguably one of the most competitive arenas for golf courses, Schmidt-Curley Design’s Bali Hai Golf Club has been named Best Golf Course in Las Vegas.

Las Vegas is literally a show-case for fine golf courses and to rise above the best amongst the best deserves recognition big time.

Schmidt Curley Design swept the board when the company was bestowed the honour by members of the Southern Nevada Hotel Concierge Association (SNHCA) at the annual Concierge Choice Awards Gala at the Wynn Resort.

“The course is recognised by concierges for its close proximity to major hotel casinos and for the high level of service. Walters Golf, the owner operator company, has long-standing partnerships with many properties that secure concierges direct access and guaranteed low rates when they book golf at Bali Hai Golf Club,” said Lee Schmidt, principal of Schmidt Curley Design an d concurrently president of the American Society of Golf Course Architects.

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The award winning golf course is situated on the famous Las Vegas Strip next to Mandalay Bay and the Las Vegas Sign. It was opened in 2000 and the course stretches to 7,002 yards from the back tees and plays to a par of 71. The lush surroundings include seven acres of opulent water features, a total of 4,000 trees with 2,500 stands of towering palms and 100,000 Balinese tropical plants.

Company principal Brian Curley said: “We’re honoured that once again Bali Hai has captured this award. With Bali Hai it was always the intention to give guests an opportunity to loosen up and enjoy their surroundings as well as challenging their skills.

“It’s a fun course that provides a good test but doesn’t beat you to death. It’s the kind of golf course you could play day after day and never tire of its charm.”

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EXPERIENCE IT FROM BOTH SIDES OF THE ROPES Play Chambers Bay, site of the 2010 U.S. Amateur and the 2015 U.S. Open

The U.S. Open is coming to the Pacific Northwest for the first time in history. Play the course that’s bringing it here.

At Chambers Bay you will experience pure links golf while taking in incredible panoramic views of the Puget Sound and Olympic Mountains. It’s a public access course designed to be enjoyed by players of every ability, and it’s waiting just for you.

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COURSE @PLAY LonG Thanh Vientiane Golf CLUB

Long Thanh Vientiane

A Vietnamese Gift From Laos to the World It is a totally land-locked nation which shares it borders with Myanmar, China, Vietnam, Cambodia and Thailand. While it may not be widely known as its more popular neighbours, Laos is nonetheless one of Southeast Asia’s most beguiling destinations.

It is a nation that was once caught in the middle of the two Indo-China wars which isolated the country from the rest of the world. While the fast paced hustle and bustle of the 21st Century has swarmed over its neighbours, Laos has managed to retain a slow, rather old-fashioned charm. Its people are extremely laid back, friendly and honest which is proof of the lack of any contaminating influences from the outside world.

Amidst all of this peace and tranquillity, the last thing that one would imagine finding in its capital city of Vietiane is a modern, state of the art golf course. Hard as it may be to imagine, this is a fact. The golf course is the Long Thanh Vientiane Golf course that sits on a

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sprawling mixed development site that is more than 557 hectares. The development of this course from ground zero required an investment of over US$100 million and looking back on how this imposing facility grew out of thick forests and swamp land is a fascinating tale of man versus a challenging environment.

Recalling the start of the development, Mr. Le Huy Hoang, deputy chairman of the KN Vientiane Group, the owner of the facility said, “The challenges that our team faced in clearance and ground preparation was a super-human feat – we encountered numerous problems that we did not envisage but our commitment to schedules and deadlines made us push on with work and we completed the first 18 holes and opened for play in November 2012.”

Long Thanh Vientiane is a relatively flat course but don’t make the mistake of being fooled by its seemingly friendly terrain. It can be deadly because it features many water catchment areas that can play

There is no place more exotic than the Lao People’s Democratic Republic in Southeast Asia.

Known to most of the outside world as Laos, this is an ancient land that was once a royal kingdom between the 14th to the 18th Century. the role of evil sirens which will attract your golf ball to plunge into deep waters. The greens are features that the owners are very proud of because great care was taken when the greens were designed and built to ensure that the surfaces are very honest and true to the read.

Mr. Le, 41 is an avid golfer who is always dressed to the nines in the most current and trendy golf apparel and accessories to which he said, “Just look around you – we have one of the most modern and impressive golf clubs anywhere in the region and the least I can do is play my part and complement the wonderful setting that is Long Vien Golf Club.”

What is open to play now is an 18-hole course which is a par 72, 7538 yards lay-out. “Our final goal is to add another 18-holes bringing the course up to 36-holes,” Mr. Le pointed out. “We are now working on shaping another nine-holes and we expect to have this commissioned and ready for play before the end of 2014,” according to Mr. Aung Cho

Minh, the project manager. The 18-hole course is fully floodlit for night golf.

So, what’s the state of the golf course like? Again, tribute must be paid to the passion and hard work of the local maintenance crew made up of mostly local Laotians. “They are a very dedicated lot of people who take great pride in how the course looks and plays,” said Mr. Le. “As the owner I never cease to be amazed at how green our fairways and putting surfaces look like – pristine and inviting at any time.”

Besides the superbly manicured golf grounds, credit must also go to the landscaping and horticultural features around the clubhouse and the course. “Again, it is the hard work of our Laotian ground and maintenance crews – they do an outstanding job,” said Mr. Le. When this course was being reviewed, the external temperature was in excess of 42-degrees Celsius and there were no signs of burnt turf

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COURSE @PLAY LonG Thanh Vientiane Golf CLUB

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“The challenges that our team faced in clearance and ground preparation was a super-human feat – we encountered numerous problems that we did not envisage but our commitment to schedules and deadlines made us push on with work and we completed the first 18 holes and opened for play in November 2012.”

Mr. Le Huy Hoang

Deputy Chairman of the KN Vientiane Group & Owner of Long Thanh Vien Golf Club

PHOTO GALLERY OF LONG VIEN GOLF CLUB

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COURSE @PLAY LonG Thanh Vientiane Golf CLUB

Besides the superbly manicured golf grounds, credit must also go to the landscaping and horticultural features around the clubhouse and the course. “Again, it is the hard work of our Laotian ground and maintenance crews – they do an outstanding job,” – Mr. Le Huy Hoang

The 18-hole course is fully floodlit for night golf. or other signs of stress. “We put this down to foresight when we were building the course – we took advantage to build numerous water catchment and irrigation areas that would provide us with sufficient ground water supply to maintain our turf in the best of health even during very hot and dry periods,” explained Minh.

Still under two years in age, Long Thanh Vientiane looks mature and grown-in. Its fairways are lush and green and the same goes for their putting surface which on the day of review was rolling at a steady pace of 10 on the stimp-meter. “We have this strict policy where we want our course to always look in a ready to play state and we are steadfast in keeping to a very strict trouble-free maintenance regimen, Mr. Le said.

This trouble-free maintenance policy also extends to the club’s buggies which are kept looking spick and span always. “I insist on this and I also make it a no-compromise practice to ensure that all of our caddies are well-groomed, well trained and look smart and friendly always,” added Mr. Le. A random conversation with players on the course drew very positive reactions. An English tourist, Mark Sweeney said, “I have been here for the past four days and it’s the best value golf I have ever played.

It’s the best course in Vientiane and the condition is very good – the roughs are forgiving and the greens are wicked!”

A Japanese golf tourist who did not want to be named said, “If you

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are in the Vientiane area, I strongly recommend that you play on this course.”

Long Thanh Vientiane is also a favourite with the Deputy Prime Minister and Minister of Foreign Affairs for Laos, Mr. Thongloun Sisoulith who said, “I have played at this course many times and it is simply great!

Fairways and greens are in top condition. Staff and caddies are always nice and happy to help in any way! Then there is the club house which makes you feel like you are staying in a five-star hotel. If you are a golfer, you must play at this course! “ Speaking about five-star luxury, a visit to the changing rooms is a definite must. It has to rank amongst the best in Southeast Asia – that’s how good these facilities are!

Long Thanh Vientiane Golf Club is definitely a rare jewel in Laos. It is going to get better in the coming years as it expands into a 36 hole golf course and grows as part of a US$1 billion dollar development plan that will include golf residences, a five-star hotel, hospital, supermarket, restaurants and a host of other facilities.

If you would like to experience a leisurely round of golf in a natural and beautiful setting, this is a facility that must be on your golfing schedule. And after some wonderful golf go on a bit of an adventure in Laos. Blaze new trails to authentic cultural attractions, food and elevate your spirits with recreational and soft adventure activities. It’s all waiting for you!

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FIT FOR KINGS! Feel like golf royalty for a day and play like a king!

Long Thanh-Vientiane Golf Club is a rare gem in the exotic Lao People’s Democratic Republic.

Known to most of the outside world as Laos, this is an ancient land that was once a royal kingdom between the 14th to the 18th Centur y. Imagine

playing on a US$100 million golf development fit for kings.

supermarket, restaurants and a host of other facilities.

Long Thanh-Vientiane Golf Club is planned as a 36 hole course and is part of a mega US$1 billion multi-project development plan that will include golf residences, a five-star hotel, hospital,

If you’d like to experience a leisurely round of golf in a natural and beautiful setting, this is a facility that must be on your golfing schedule.

A member of the KN Vientiane Group. www.longviengolfresort.com

Long ThanH–Vientiane Golf Club – Unmatched in Laos!

KN VIENTIANE GROUP CO., LTD: Km 17 Thadeau Road, Dongphosy Village, Hatsaiphon District, Vientiane Capital, Laos P.D.R Tel: (856) 21. 33 50 08 Email: contact@longviengolfresort.com

SPECIAL FEATURE KOPPLIN & KUEBLER

WRITTEN BY RICHARD KOPPLIN

TURN "TRuST BUILDERS" INTO "TENURE BUILDERS"

How do some managers do it? While there tends to be a high amount of turnover in many private club manager positions there are some general managers who have served for five to ten years in every position they have held. I believe the secret to a lengthy tenure at any club is the general manager’s ability to build trust with his/her board of directors.

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Richard M. Kopplin and Kurt D. Kuebler are Partners with Kopplin & Kuebler, specializing in the placement of General Managers/ Chief Operating Officers, Directors of Golf, Executive Chefs and Golf Course Superintendents. They may be reached at 480-443-9102 or dick@kopplinandkuebler.com, 561-747-5213 or kurt@kopplinandkuebler.com, or through www.kopplinandkuebler.com.

Webster defines "Trust" – “to place confidence.” When a private club board “trusts” the general manager they have in essence placed confidence in him/her to manage the club for the best interests of the membership. The following eight strategies will build a high level of trust between a club general manager and a board of directors.

Senior executives from different cities and different industries about what trust is and why it matters. Produced by Edelman.com

Professional Visibility When I was a young general manager I recall one hot and humid evening when I walked into the dining room with my tie loosened, sleeves rolled up and perspiration showing on my shirt. I was not aware of my slovenly appearance or maybe subconsciously I wanted to demonstrate to the club members “how hard” I was working into the evening hours. After recognizing and greeting the club president, who was dining with guests, I proceeded to visit a number of tables. I thought I had done a very good job of “being visible” until my club president met with me later in the week.

He discussed my “disheveled look” and told me he was embarrassed to introduce me to his guests because of my appearance. From that point on whenever I was visible in the dining rooms or for that matter any area of the club where I might encounter members or guests, I was appropriately groomed and attired. And so were all of the other department heads of our club.

Being visible in the club should not always be defined as “floor time” i.e. the time a manager is seen in the club dining rooms. Sometimes professional visibility may require a general manager to spend the day in the office or visiting the various club departments. Perspicacious club managers know when and where they need to be available to the membership and the employees.

Financial Ability One of the most effective ways a manager can build trust with a private club board is to demonstrate the ability to run the “business” side of the operations. During our annual audit by an outside CPA company, I often asked more questions of the auditors than they asked of me. I wanted to understand the accounting principles that could improve the operations of our club and I viewed the auditors as our club partners in that process. At the end of the audit the CPA firm would write their report and after reading it I always took the opportunity to respond to the auditor’s comments in writing.

A trusted general manager will present the variance report to the club board, commenting where necessary and showing any trends that need to be watched. He/she will understand the balance sheet and the operating statement of the club better than any of the club board members.

BIG Guests This acronym stands for Board Invited Guests. When I was managing clubs our golf professional would copy

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SPECIAL FEATURE

BY KOPPLIN & KUEBLER the tee sheet for the next day and yellow highlight any club board member names who were bringing guests to the club the next day.

The dining room manager would do the same for board members making lunch and dinner reservations for the following day, preferably including the names of the guests accompanying the member. I would insure that I was available to greet the board member and his/her guests by their names. Why? Because I truly believe that it is one of the few ways a general manager can recognize and thank club board members for the time and effort they have given in volunteering to serve their club.

Communicate The best club general managers understand that “the best surprise is no surprise.” They will communicate with their club president on a regular basis but certainly once every week. E-mails have allowed for easy, daily communication and there is no excuse for a club president to not be aware of any major issues developing at the club, which may need his/her attention. The key to any communication is understanding and it is important that club managers clearly identify issues and their solutions in a manner that allows the club president to grasp the key points completely.

“On Time Management” The general manager needs to be a “clock leader.” He/ she should set the example of beginning all meetings on time and limiting the length of committee and staff meetings to a pre-agreed time frame. There is no faster way to build credibility (or to lose it) than beginning a meeting exactly at the scheduled time, whether or nor all of the participants are present. As a matter of fact it is a disservice to the attendees who were punctual when the start of the meeting is delayed only to benefit those who inconsiderately wonder into the room at will.

Office Visit Many successful general managers are in the habit of visiting the office of their club president rather than always meeting at the club. For some reason the dynamic of the general manager/club president relationship changes for the better when an occasional meeting can be held on the club president’s “home turf.” If the club president has retired then a visit to his/her home would be a good substitute.

Action Plans Like any other business there is a certain amount of “process” that needs to happen in the private club.

The best way to address issues and implement solutions is the use of “action plans.” These plans outline in writing what the appropriate club committee and the general manager are recommending to the board for their approval. They are typically developed from the committee agendas and will address the wide variety of issues in any club. The key is to make sure these action plans are in writing and become part of the Board meeting agenda.

Educate Most club managers are interested in pursuing ongoing education in their profession and typically achieve that knowledge by their participation in the Club Managers Association of America educational offerings. It is vitally important that general managers share with their club president and club board members the significance of their participation in the CMAA educational programs. Many managers invite their club president or a board member to at least one local CMAA chapter meeting each year. Additionally managers will often summarize their experiences at the annual CMAA conference with a written report to the entire club board.

"The best club general managers understand that “the best surprise is no surprise.” They will communicate with their club president on a regular basis but certainly once every week. E-mails have allowed for easy, daily communication and there is no excuse for a club president to not be aware of any major issues developing at the calub, which may need his/ her attention. The key to any communication is understanding and it is important that club managers clearly identify issues and their solutions in a manner that allows the club president to grasp the key points completely."

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PERFORMANCE IS FOR EVERY PLAYER.

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It goes long, it goes exactly where I aim it, and it works perfectly.”

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“Pro V1 and Pro V1x fit all of my members, young or old, regardless of swing speed.”

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Distance off the tee and control around the greens.”

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CLUB MANAGEMENT WITH JAmes Cronk A FIVE-PART Series to help improve your staff, products and profits

PART FOUR– DELIVER SUCCESS! In parts one and two of this series we identified the importance of defining our success, and then the importance of having a great plan. In part three we identified ways to attract the best staff. If our goal is to fly to the moon we better make sure we leave at night and have some pretty talented pilots, otherwise we might find ourselves getting burned!

In this issue we discuss how to keep our rocket (and our people) on course! First, we need process. The more structure and clarity that we provide our team the better they will perform.

Second, we need to make sure that our communication process is designed so that everyone knows ‘what’ they need to know and ‘why’ they need to know it. And finally, and most important, we need to reward and recognize great employee’s so that we distinguish between a mediocre effort and one that is above and beyond.

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James Cronk – Principal, Cronk Group is a highly regarded speaker and consultant and his work takes him around the globe, helping clubs and organizations improve their people, their products and their profits. His clients include private, resort and daily fee clubs of all sizes and also national and international organizations such as NGCOA, CMAA, CSCM, EGCOA, PGA and GOLF 2020. For more information visit www.cronkgroup.com or contact him at james@cronkgroup.com

 FORM AND FUNCTION EQUALS FREEDOM Delivering great customer service is often a very misunderstood process. Too many times a manager thinks that if they just hire the right staff, everything will be fine or that service will be improved if we simply increase our training. While both of these are needed and are incredibly important to service quality, they will not ensure great service happens each and every day and with every guest. The best way to ensure a consistent quality of service is to ensure that you have all the details covered.

The best hotels, the great resorts, the successful retailers all use structure, process and repetition. The more process you have, the more the basics will get covered and the more the basics get covered, the more your staff will have the freedom to exceed guest expectations. If we are worried about answering the phone or finding supplies, we certainly don’t have the time needed to greet a member by name or ask about their experience.

To make sure that we have a solid foundation for success, make sure that you are using some of these ‘power-on’ tools that ensure that the basics of customer service will be covered;

Job Descriptions

Every position needs a well-written job description that clearly outlines what is expected of that role, including who they report to, what are the expected duties and mostly, how they can contribute to the overall success of the facility.

Code of Conduct

One of the best tools that will create consistency is a code of conduct for all employees. These are often core values that we expect from each and every employee, no matter what department they work in. These might include; greeting every guest, being positive, acting in a safe manner or promoting positive environmental practices. By communicating code of conduct standards that are expected of every employee we also create a sense of fairness and equality among all staff, no matter what their role.

Daily Checklists

Each and every position should have a daily checklist that is completed at the end of each shift. These can be submitted by the employee or if needed, reviewed by a supervisor to ensure all tasks have been done. Without checklists even the best employees will find ways to skip a task or two.

Goals & Objectives

Within each position it’s beneficial if you can establish annual goals and objectives for that person. These would be objectives that go above and beyond the minimum standards that are expected, and that will help the company achieve their annual goals.

For example, if this year our goal is to improve our safety and security procedures, then every employee should be expected to know what steps they take in case of an emergency. Once you have these mastered, considering adding these as well; Annual Performance

Reviews, Designed Guest Experiences, Facility Facts Sheet, Facility Phraseology and regular Product Knowledge Sessions.

 REPLICATION COMES FROM GREAT COMMUNICATION Studies show that if we hear something four times it will stick in our head, and this is no different when it comes to learning customer service skills. Too often we post a memo on the board and expect it to be followed, yet we are always surprised when a customer says “Sign! What sign?”. If we want our staff to be focused on the needs of our guests instead of their needs, then we better make sure we are excellent communicators. When employees know what’s up and what’s expected then they won’t spend time making up their own solutions. To make sure our staff knows ‘who’s who in the zoo’, consider using some of these ‘power-on’ tools that will help you get your messages out there;

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CLUB MANAGEMENT WITH JAmes Cronk A FIVE-PART Series to help improve your staff, products and profits Employee Orientation Session

Each season should start with an annual orientation delivered by the big boss. This is our chance to tell EVERYONE what we are all about, who our customers are and what they want, how we did last year and what our plans and goals are for this year. It’s also the one time each year when we can get all staff into the same room where they can learn about the goals and objectives of each department and how it takes everyone working together to achieve success.

Communication Boards

Each department should have a behind the scenes employee bulletin board where the manager can post critical information such as; repairs and maintenance, key upcoming events, policy changes and other documents. A great way to make sure all staff read and understand the memo’s is to get them to initial the paper so that a manager can check to see if it’s been seen by all. It also eliminates the opportunity for that employee to say, “No one told me that!”.

Performance Reviews

The best time to give and get feedback is during an annual performance review that is conducted at the end of the year with every employee. This allows the manager and employee an opportunity to review goals and objectives that were achieved and to discuss any ideas that would help performance in the future. It also gives the employee a chance to tell us their suggestions on how we can be a better employer. The best way to handle reviews is to give the employee the form in advance and have them complete all the questions first. That’s right … have them review themselves! It’s amazing how often employees are harder on themselves then we are.

Once you have these mastered, considering adding these other communication tools as well; Annual Employee Satisfaction Survey, Management Meeting Schedule, Member/Customer Satisfaction Survey and Department Log Books.

 CELEBRATE THE ACT (AND THE PERSON!) While it might be a sign of our cynical human nature, it’s unfortunate how often staff can de-value the ‘employee of the month’ award.

We have likely all heard cries of “It’s his turn”, or “she is the bosses favourite”.

One of the best ways to turn employee recognition programs into a motivator instead of negative chatter around the water cooler is to celebrate the ACT instead of the person. When we recognize the ACT that is performed by the employee, it clearly demonstrates real-life examples of what it means to go above and beyond for our customers and also our fellow employees. Consider using two distinct forms of recognition to power-on your staff while celebrating their successes;

Random Employee Recognition Program

It’s great when we see an employee doing something right instead of doing something wrong. People (including ourselves) love to be recognized for a job well done. Fill your pockets with little tokens of

thanks that you can give to an employee when you see something right. These could include $5 gift cards or mini-chocolates or a company pin. It’s not the value of the gift but the thought that counts.

Structured Employee Recognition Program

For celebrating acts of excellence it beneficial to have a structured recognition program that allows for customers and fellow employees to nominate those employees who perform a great act of service.

By providing ballots on the counter and in the lunchroom you can gather a list of examples that can be celebrated at the end of each month. You can even put all the nominations into a hat and randomly draw a prize for one lucky employee. By posting the ACT as well as the name, we can strengthen the message that we are a sending our employees…”Here is what we are looking for”.

Once you have these mastered, considering adding these other recognition tools as well; Friends and Family Privileges, Long-term Service Awards and Employee Education opportunities (such as free lessons to learn how to play golf!)

In future issues of Asia Pacific Golf Magazine we will explore in more detail the four Systems for Success (Plan, Prepare, Deliver and Measure). In the next issue, how to Measure Success!

46/47  JUNE 2014

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10/11

BRUCE WILLIAMS THE GOLF SAGE GOLF COURSE DEVELOPMENT

Global Golf and It’s Importance to the Game.

"Always take into account not just the cost to build a golf course but also the cost to maintain it. It is sad to see millions of dollars spent on construction only to see people cut corners and cut budgets for ongoing maintenance. Be sure the income and expense sides of the budget are realistic for long term success."

– Bruce Williams ASIAN CLUB BUSINESS

Golf has had it’s ups and downs over the last decade. In some parts of the world the game is growing while in other areas it is on the decline or holding stable. Both as a sport and a business it is important for us to have learned from our mistakes and push forward to grow the game as quickly as we get back to growing the number of golf facilities in various countries.

While I am very familiar with over 40 years of working with golf courses in the USA the last 20 years has allowed me to see the continuation of golf in Asia and growth and development in emerging golf markets like China. The future is bright and all of Asia will be seeing significant growth in the decade ahead.

As a visitor to China I am told there are approximately 600 golf courses in the country. Many of the notable architects, shapers and construction companies are ready and waiting for new opportunities in China. My sources tell me that over 100 golf course projects are on the drawing board awaiting possible permission in the years ahead. With the decline in new golf course development in the USA the Chinese and SE Asia markets are the best game in town. There are so many prime pieces of land available and pent up demand by the growing middle class of China to play the game.

likes the thought of living on a golf course and enjoying the views, elevated property values, and possible membership at such venues. Be sure that everyone knows who will run and manage the golf course after the developer leaves and it is likely that budgets were subsidized to maintain a property at a high level during home sales. Can that be sustained after the developer sells out? Some lessons can be learned from the overbuilding in the USA and some of the problems related to real estate/golf ventures that were not looking at the long term of success for the facility.

I have played and visited a number of great golf courses in China. Many of those are built for the wealthy, the low handicapper and the tourist that wants to play the “best” golf courses. Remember that there are only a handful of those people in the world. The key

While I cannot begin to know all there is about the politics in other countries it is my understanding that there is a moratorium on golf course building in China until the government lifts that moratorium. Now there are exceptions in areas designated for tourism and that is allowing some projects to prosper in those areas. Let’s hope that the new growth is controlled and done in a proper way with environmental regulations we can be happy with.

It will also be important to have a good business plan for the new golf courses.

What will sustain the golf courses in terms of rounds played and fees charged?

How accessible is the golf course to the middle class? Some courses will always be exclusive but that tends to be a very small percentage around the world. Everyone

to design should be making a course playable for men and women, young and old, with varying distances and degrees of difficulty dictated by yardage and forward teeing areas.

Five hour rounds are not enjoyable so be sure the golf courses built in all of Asia allow for a typical 4 hour round.

With the population of China and the available land for development it looks like the best opportunity for golf growth anywhere in the world. We can’t control the decisions of the government but we can be aware of what has been successful in other parts of the world.

Each culture is different and what works in China may be different than the USA. But surely things that have not worked well in other parts of the world should not be repeated and would only lead to failure.

"Each culture is different and what works in China may be different than the USA. But surely things that have not worked well in other parts of the world should not be repeated and would only lead to failure."

A golf course in China.

– Bruce Williams

JUNE 2014  48/49

BRUCE WILLIAMS THE GOLF SAGE GOLF COURSE DEVELOPMENT "In an emerging market like China it is not just the youth but the middle age and older people that may never have played the game before. Golf is a game that should have no barriers for gender, race, age, etc. There will always be a few high end courses that only some can dream about playing. Success will be in developing those that fit the proper business plans for tourism and local play."

Golf coach David Leadbetter(right) demonstrates striking a ball during a coaching session at a golf course in China.

As always for golf to prosper we need to have programs that will funnel youth into the sport. It should be a conscientious effort on behalf of the PGA and CMAA to grow the sport. In an emerging market like China it is not just the youth but the middle age and older people that may never have played the game before. Golf is a game that should have no barriers for gender, race, age, etc. There will always be a few high end courses that only some can dream about playing. Success will be in developing those that fit the proper business plans for tourism and local play.

Always take into account not just the cost to build a golf course but

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also the cost to maintain it. It is sad to see millions of dollars spent on construction only to see people cut corners and cut budgets for ongoing maintenance. Be sure the income and expense sides of the budget are realistic for long term success.

As I see it China is ripe for more growth than any other country in the world in terms of golf. Building golf courses is important but making them viable businesses with proper management and proper budgets is something that cannot be overlooked. Take into account affordability, accessibility and environmental awareness. Golf in China has only just begun!

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READINg THE TEA LEAVES

BY Gregg Patterson – General Manager, The Beach club

Becoming a Strategic Dir While Digging Trenches ASIAN CLUB BUSINESS

GREGG PATTERSON TO SPEAK AT APGS 2014!

CLICK HERE TO WATCH PROMO VIDEO

rectioneer

Show Me The Future.

Every board and every general manager wants to see the future. They’d like to know what the members will want five, ten, even fifteen years down the road. They’d like to “read the tea leaves” so that dollars go into the right projects, the right staff, the right goods and services. They’d like to have a strategic plan. Although there’s little “real” strategic planning being done on a daily basis, there are lots of tactical decisions being made every day that have strategic implications. Maybe boards, managers and line employees who are in the trenches would be well served by investigating how their day to day tactical decisions are or are not aligned with strategic directions.

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READINg THE TEA LEAVES

BY Gregg Patterson – General Manager, The Beach club Trench diggers make day-to-day decisions. Each decision is a tea leaf telling you something about the future. Lots of tea leaves give you a direction. Strategic directioneers are no more than trench diggers who see the future impact of current decisions.

Great clubs have lots of strategic directioneers who don’t even know that’s who they are–busboys, maitre d’s, managers, committee members, board members.

Each can and should be thought of as a directioneer. Everyone in the trenches can be taught by the right person–presumably, the general manager or the president–to see the future in their handiwork. It’s exciting for trench diggers to know that great futures are being built with their help, one decision at a time.

This whole strategic directioneering process requires people who understand the beauty and the simplicity of reading tea leaves.

These people–who, ideally, are at every level of the operation–ask themselves and others a series of simple questions before a decision is made, while the decision is being executed and after the results of the decision are in.

What forces are at work in “the outer world” that are impacting the club community? What direction is the club going and is it in alignment with “the outer world?” What strategy should be adopted to pursue that direction? What tactics would be consistent with that strategy?

These aren’t complicated or abstract notions. No consultant required.

Let me give you an example from my own club. My Assistant Manager is also my Youth Director. She understands “synergies” and wants to build participation in the youth program, the dining room and the bar at one and the same moment. She is proposing that we convert an under-utilized outdoor area, The Pit, into a dining room for families enrolled in the camp program.

We need $10,000 to create a prototype that will prove or disprove the concept. Not a big deal, really, but a key opportunity if you’re in the habit of reading tea leaves and thinking like a directioneer.

She and I talk about strategic directioneering as we contemplate the possibilities. We clarify our thinking with questions.

 Forces at Work in “The Outer World”

Society is becoming more family oriented and the demand for “family locations” is on the rise.

 Current and Anticipated Club Direction

We are already a family friendly club but want to become even more so in the years ahead.

 Family Friendly Strategy

We want to expand family opportunities within the Club while maintaining friendly relations with other “tribes” within the member community.

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 Investment Strategy

Invest in needs and not wants. Do it cheaply at first with a prototype “proof of concept” design.

 Tactics / Action

Create a dining space that provides a “family ambiance” while allowing other “tribes” their own space and ambiance. Do it in an existing space using in-house staff with slush fund monies. And make sure that there’s a six month return on investment! Is this project decision consistent with our strategic direction?

 Decision

Build, promote, hope.

 Strategic Directions are Far More Important Than Strategic Plans.

Plans suggest you have an outcome in mind. Plans create the illusion that all is known and can be trusted. Plans tend to discount the unexpected, the upside surprise, the unintended consequence. Plans change. Strategic directions rarely do. That you’ll become a more family friendly club is for sure, but how you will do so over the next twenty years isn’t.

Strategic directioning is a messy business. The whole thing is an organic process with fits and starts, moans and groans. It’s about trying one thing, discovering upside surprises and unintended consequences, listening to the feedback, switching gears, modifying what is, trying again. The stock market may crash, Iraq might get invaded and the birthrate might rise. Details change but strategic directions remain. Growth is organic and not linear. There are no straight lines to the future.

"This whole strategic directioneering process requires people who understand the beauty and the simplicity of reading tea leaves. These people–who, ideally, are at every level of the operation–ask themselves and others a series of simple questions before a decision is made, while the decision is being executed and after the results of the decision are in. What forces are at work in “the outer world” that are impacting the club community? What direction is the club going and is it in alignment with “the outer world?”

What strategy should be adopted to pursue that direction? What tactics would be consistent with that strategy? These aren’t complicated or abstract notions. No consultant required."

GREGG PATTERSON TO SPEAK AT APGS 2014!

CLICK HERE TO WATCH PROMO VIDEO

More often than not, strategic directions arise spontaneously over time as decisions are made, modified, thrown out and reconfigured with nothing more in mind than what was right when the decision was made by a trench digger. Adam Smith would say that an “invisible hand” has been at work during the years and decades of your club’s existence. You are, at any given time, the sum total of every decision ever made by your trench diggers.

 Actions Speak Louder Than Words

Philosophy is hidden in the details. You can write all you want about “vision” and “mission” but people discover your club’s strategic direction whenever they connect with the club in the flesh, in the here and the now–the greeting they receive from your front desk personality, the visibility of the General Manager, the size of the drinks you pour in the bar, the type of chairs they sit on in the dining room and the hand written card they receive each year on their birthday.

 Strategic Directioneers Know This to be True

They not only make decisions with the direction in mind, they listen to the feedback. Good strategic directions are pursued one step at

a time and continuity in membership, management and staff will, over the decades, create both a culture and a direction for your club.

Adam Smith’s “invisible hand” is alive and well.

You’ve Already Started You’ve already begun the strategic journey whether you know it or not. Your trench diggers–committees, boards and staff–have been making decisions for years. The future is alive in each of those decisions. You have a strategic direction. Whether it’s the right one or not can be seen in the number of members who walk through the front door.

Learn to read the tea leaves. The process of thinking, acting, reflecting, talking and adjusting will make you a strategic directioneer. The General Manager, the staff, the Board and the entire membership will thank you–a trench digger–for becoming one!

Remember that the future is being built in the trenches one decision at a time. Enjoy the journey!

Photo courtesy of David Kirkland

JUNE 2014  56/57

GADGETS @PLAY LATEST GEAR FOR GOLF

Who Needs a Caddie with CaddieON in Tow! It had to happen sooner or later – a killer application for mobile telephones to help golfers keep track of distances hit with different clubs, scores and other game statistics so important for one to play and enjoy a good game of golf. The application is now set to become a reality and Asian Golf Monthly brings you all the facts you need to know about this incredible innovation.

Finally, an awesome application that helps you play your golf game the way you should play it. It’s an application that helps you keep track of the precise distances you get with each club in your bag, maintain a running tab on your scores hole by hole and totes it all up at the end of the game. How cool is this? It’s the best darn killer app yet for a golfer!

How does CaddieOn work?

The product is called CaddieOn and the genius behind the application is a Nokia alumni from Finland who answers to the name Tuomo Lalli, chief executive officer of CaddieON.

 These tags enable automatic tracking of each club used for each stroke.

A very keen golfer himself and an acknowledged “techie” Lalli is working hard to roll out CaddieOn commercially on a global scale. “CaddieOn is an incredibly innovative tool for all golfers looking to improve their game and to make it more interesting and fun,” he said with a great deal of excitement in his voice.

The product development is now going through a fund seeking phase and Lalli hopes to raise US$50,000 through crowd-funding to fast-track the production and speed up the development of the iOS version and the Android platform.

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First, let’s check out the hardware. You receive your CaddieON®Identification Tags for your clubs and this is what you do:  Stick the RFID tags onto your clubs which will automatically transform your clubs into smart devices.

The second piece of hardware is the CaddieOn Wrist device which looks like a sleek lightweight wrist-watch and this is what you do:  Just press the power button on the Wrist device and lock it on to your mobile phone and you are ready to go! From this stage on, all data on clubs used and distances hit will be automatically tracked.  Select the course and game and tee off! The application automatically scores your round and you can fully focus on the game!  Shows satellite map view of the fairway and accurate GPS-based distances to water hazards, bunkers, and more.  Check your results and get guidance for optimal playing strategy.

CLICK HERE TO WATCH VIDEO

The final phase involves the CaddieOn Player Portal. This facility allows a player to view vital player statistics and graphical reports on the player’s game and it includes the following features:

www.caddieon.com

 Compare your results against other players  Share your rounds with others and comment on your flight members’ game – also on Facebook  Keep all your game data stored in one place, see your progress, and areas to improve.

Well, you have now heard about CaddieOn and if you are interested in engaging a full-time, ultra-reliable caddy that will work anywhere in the world, it’s time to consider CaddieON!

HOW TO PLAY WITH CADDIEON CLICK HERE TO WATCH VIDEO

JUNE 2014  60/61

GENERAL NEWS TROON GOLF

Big Easy’s Malaysian Project

Destined For Greatness The Els Club Teluk Datai has received the greatest possible endorsement of its highly-acclaimed redesign after being named the region’s ‘Best Golf Course’ at the 2014 Asia-Pacific Property Awards.

The recently-unveiled Troon-managed venue received the prestigious accolade from Lord Courtown, Chairman of Judging for the Architecture and Interior Design categories, in front of a distinguished assembly of developers, architects, interior designers and real estate officials at the Shangri-la Hotel in Kuala Lumpur. It will now go on to represent Asia-Pacific at the 2014 International Property Awards in Dubai later this year.

Designed by South African golfing legend and four-time Major Champion, Ernie Els, the magnificent layout will compete against other regional winners from Africa, the Middle East, Europe, UK and the Americas at the glittering awards ceremony to find the ‘World’s Best Golf Course’.

Ken Kosak, General Manager of The Els Club Teluk Datai, was delighted that the golf course has received such significant recognition only weeks after its official opening in April, which also

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saw it collect the ‘5-Star Award’ as Malaysia’s top golfing venue.

He said: “Anyone who is familiar with golf in the Asia-Pacific region knows that there is an incredible variety of golf courses of unerring quality here, so to be named the No.1 course in the region is an incredible achievement for The Els Club Teluk Datai.

“Our designer, Ernie Els, has created one of the world’s most captivating golfing challenges, taking advantage of the spectacular tropical landscape here on the island of Langkawi to create something truly unique, which has already received widespread critical and public acclaim.

“This prestigious award is testament to his vision and the expertise of his design team, as well as the unwavering conditioning and quality that can be found across Troon’s wide portfolio of leading golfing venues, and we’re sure this will be the first of many accolades

WATCH VIDEO OF ELS CLUB TELUK DATAI to come in the future.”

The first of two Els Clubs to open in Malaysia, Teluk Datai is without doubt one of the most intriguing golf course re-designs to open in recent times. Owned by the Malaysian Government-established Destination Resorts & Hotels Sdn Bhd (DRH), the course is nestled within an ancient rainforest featuring towering tropical foliage and blessed with unforgettable vistas overlooking the Andaman Sea. The much-loved region of Teluk Datai is also home to the awardwinning luxury resort, The Datai Langkawi, which is internationally recognised for its unsurpassed service excellence. Together with Els’ new masterpiece they will play an integral role in realising DRH’s vision for the development of luxury golf experiences. In addition, Els was selected by DRH to design The Els Club Desaru Coast, located in the southern region of Johor Bahru, completing The Els Club Malaysia portfolio.

Asia-Pacific has achieved considerable success at the International Property Awards in recent years, emerging as the best performing region at the ‘Oscars’ of the property and real estate industry, with an impressive 18 ‘World’s Best’ Awards in 2013.

Stuart Shield, President of the International Property Awards, is confident of further success for the region at the year-ending ceremony.

He said: “We will all now wait to see if Asia-Pacific can not only retain the title of best performing region of the world in the International Property Awards but also beat its own record for yet another successive year. Each region is highly competitive and with levels of excellence within the property industry rising annually, this makes the competition hugely exciting as it heads towards the final conclusion in December.”

JUNE 2014  64/65

GENERAL NEWS MISSION HILLS – CHINA

“Twenty years ago my father was a pioneer who brought golf to China.

My goal is to bring sustainable tourism practices to China on a new and larger scale to raise awareness among travelers and the public about the importance of protecting our planet. At Mission Hills we are deeply committed to sustainable development,”

An Eco-Forest Trail

Mission Hills Showcases Its Sustainable Practices

Mission Hills, the world’s largest golf resort has opened more than 30 kilometers of nature and cultural heritage hiking trails, and an Eco Gallery education centre at all its three top resorts in China.

about ecology, biodiversity conservation, and climate change, along with information on how to be a more responsible traveler in today’s world.

This includes Mission Hills Shenzhen, Mission Hills Dongguan and Mission Hills Haikou.

As owner of the largest golf resorts in China, Mission Hills has also embraced sustainable best practices in their golf operations “Twenty years ago my father was a pioneer who brought golf to China. My goal is to bring sustainable tourism practices to China on a new and larger scale to raise awareness among travelers and the public about the importance of protecting our planet. At Mission Hills we are deeply committed to sustainable development,” says Dr. Ken Chu, Chairman of Mission Hills Group.

The newly opened nature trails, cultural heritage walking tours, and eco galleries at all three Mission Hills resorts in southern China will be included in vacation packages and special promotions aimed at educating the growing number of Chinese travelers as well as international visitors on the importance of sustainable tourism, defined by environmentally-friendly resort operations, support for the protection of cultural and natural heritage, and social and economic wellbeing of local communities.

The nature trails and eco galleries contain educational displays

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Mission Hills’ environmentally friendly practices were recognized at the 2013 Asia Pacific Golf Summit where the resort received the 2013 Custodian Of The Environment Award presented by the Asia Pacific Golf Group.

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MIZUNO CORPORATION AUSTRALIA PTY LTD Tel: +613-9239-7100 MIZUNO(CHINA)CORPORATION Tel:+86-21-3222-4688 #317

ICHIKAWA SANGYO CO, LTD. Tel:+852-2428-5965 PT MITRA ADIPERKASA TBK Tel: +62-21-574-5808 ext. 195

DUCK HWA SPORTS CO., LTD Tel:+822-3143-1288 R.S.H.(MALAYSIA) SDN BHD Tel:+ 603-5123-2668

SPORTS NETWORK LIMITED TEL: +64 9 479 8632 MASTER SPORTS CORPORATION T: +632.757.3160

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44/45

Grow T Joe Thiel Three-time PGA Teacher of the Year

The Game!

Japanese golf giant Mizuno is on a mission.

A mission to grow the game of golf in Southeast Asia.

Mizuno is making significant investments in the establishment of the famous Mizuno Golf School presence in key centres throughout the Region.

Thiel is a world renowned golf coach who has spent more than 37 years coaching and is the proud owner of the prestigious PGA Master Professional designation.

The syllabus for the schools has been created in collaboration three-time PGA Teacher of the Year Joe Thiel.

Students will be subjected to world class coaching and will be guided by highly qualified coaches to help them grow their skills in golf.

Mizuno Golf School Growing Golf And Creating Future Champions!

Mizuno Singapore Pte Ltd – 51 Changi Business Park Central 2, #06-01, The Signature Singapore 486066

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GENERAL NEWS MISSION HILLS – CHINA

Chuck Greif

Managing Director Asia Pacific Jacobsen

Jacobsen Appoints New Man For APAC Chuck Greif, the former Director of Sales for Jacobsen’s Eastern region of the USA, has been appointed Managing Director, Asia Pacific, and will be relocating to Singapore in the near future to head up the company’s operations in the Far East.

He is backfilling the vacancy created by Alan Prickett’s recent move to head up the Ransomes Jacobsen operation in Ipswich, England.

With almost 30 years in global sales management roles, Chuck Greif is a respected industry veteran.

He began his career in the turfgrass industry in 1998 when he was appointed National Sales Manager at John Deere’s golf and

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turf products division before being appointed International Sales Manager in 2000. He left in 2004 to join cleaning solutions group Alfred Karcher as Vice President of their commercial products division before beginning his career with Textron in 2005 as Director, Product Development at E-Z-GO in Augusta, GA. In 2008 he was promoted to the role of Director, Global Specialty and Pre-Owned Vehicle Sales where he successfully developed a new dealer financial and business plan strategy.

In 2009 he joined Jacobsen as a Regional Sales Manager and was promoted to his former role as Director of Sales for the Eastern Region in 2012.

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Golfers d a i r s e a P Come and Discover What Playing Golf in Paradise Really Feels Like Long Thanh Golf Resort is a true paradise for any golfer.

Two world-class golf courses – one that traverses hilly terrain while the other meanders through spectacular lakes.

Both the Hill Course and the Lake Course are fascinating showcases of breath-taking landscapes

populated by a wide array of flora and fauna.

Golfing in Long Thanh Golf Resort is an experience of world-class golf combined with a unique brand of service and the warmth and friendliness of Vietnam.

All this delivered in a tranquil setting located in the southern economic triangle and just 40 minutes from Ho Chi Minh City’s centre.

Long Thanh Golf Resort -A Golf Paradise Like No Other! www.longthanhgolfresort.com National Highway 51, Tan Mai 2 Hamlet, Phuoc Tan Village, Dong Nai Province, Vietnam Tel: +84 61 3 512 512 Fax: +84 61 3 512 513

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