“You are the only ones who do it that way.”
It is a recurring phrase in golf course management. We have heard it more times than we can count, whether in negotiations with agencies, in agreements with groups, or in conversations with suppliers. “You are the only ones who do it that way.” They say it with surprise, with a hint of reproach, as if deviating from the norm were synonymous with being wrong.
But… what if that is precisely where the success lies?
In a sector like golf tourism, where each course has its own operational particularities, seasonal challenges, competitive environment, and positioning strategy, does it make sense to apply a common model just because “everyone else does it that way”? Where is the differentiation, the added value, and the sustainability of the business then?
Every golf course is a company with unique circumstances:
Not everyone has the same demand pressure.
Not everyone has the same dependence on international clients.
Not everyone can afford—or wants to—assume the same discount levels.
Not everyone wants to position themselves as “the cheapest.”
Commercial policies, agreements with tour operators, packages for groups, or conditions for intermediaries should not be designed based on what “everyone else does,” but based on real data, profitability objectives, and consistency with the product being offered.
Of course, listening to the market is necessary. Comparing with other courses is useful as a reference, but it cannot be the cornerstone of decision-making. When a course says “no” to certain conditions that are common elsewhere, it is not done on a whim, but out of conviction: to protect its margins, to ensure a consistent customer experience, or to avoid devaluing its product.
Often, what makes the difference between a course that survives and one that thrives is not the number of rounds, but the quality of its commercial decisions.
Being “the only ones who do it that way” may be precisely what allows us to remain sustainable, offer a quality product, and build a brand with its own personality.
So, the next time we hear that phrase, perhaps we shouldn’t defend ourselves. Perhaps we should respond calmly:
“Yes, we do it that way because we know why we do it.”
To be continued…
