The First Tee Golf 2020第一洞高尔夫2020.pptVIP

David Pillsbury General ManagerNike Golf NGLC Operating Highlights 1998-2003 NGLC produce core-avid golfers 63% of students from 1999 are still active and play over 26 rounds each on average (an additional 18% are occasional golfers playing 1-2 rounds per year) Core-avid rounds are up from 24 rounds each on average from 2001 Golf professional job satisfaction is very high. Turnover is very low NGLC Operating Highlights cont. NGLC students spend more than 4 times the national average on equipment Over 600,000 rounds will be played by NGLC students in 2003. (55% of those rounds at AGC) New golfer acquisition is funded fully from NGLC operating budget. Program is self funding including overhead Golf professionals are fully responsible for implementation and operation of each center Where people take a golf lesson, tendency is that they come back and visit. They feel comfortable there. There relationship is developed with the teacher and staff at the golf course they learn at. Studies that the longer that you keep a customer the more they spend. It might start with lessons, then a beginner set of clubs, then shoes, gloves, apparel, better clubs, bring friends, on and on. Therefore, our primary mission is to create new golfers. AGC being the worlds largest golf course management company, has obviously the most to gain or lose by the state of the industry. The program came from feedback, that went out several years ago to all of our golf professionals. Questions such as, “If you had a golf school, how would you set it up? How many hours for a typical golf class and how would you break it up? How would you draw people to your school?” Research was compiled and created into a curriculum that is similar to what we use today. Nike partnership was perfect. We could have called our golf school many names including involving many vendors, but The Titleist Golf Learning Center may mean nothing to a non-golfer. But Nike is a brand recognition, that no matter who