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to rename, reposition and rebrand

the facility in the market place.

“Rebranding makes it more viable

to raise prices,” says Brauer. “Golfers

expect to pay more for a better

product, and if achieved it accelerates

the return on investment.”

Re-opening a newly renovated

course also provides the ideal

opportunity for owners to overhaul

and improve all aspects of the

business. Brauer explains: “A new

design and improved conditions will

certainly attract play, but owners

should also update and improve

operational processes, find new

ways to manage maintenance costs,

and restructure or retrain teams to

enhance customer service. Quickly

falling back into old habits can negate

other improvements.”

“Renaming after minor or

infrastructure renovations is less

common, but in any renovation, it

is essential that owners market and

advertise when the course reopens

to showcase new improvements in

conditions and service.”

“While the bigger D-FW renovation

projects drove a greater rise in total

revenue, the NGF and Sirius Golf

Advisors’ report showed the four

courses that underwent minor

renovations also successfully increased

revenues, by an average of $210,250.

And while it could be tempting to

completely redesign the course, it

could be equally lucrative to simply

replace a drainage system or the turf

on the greens. Sometimes, it pays to fix

just what needs fixing on an otherwise

solid course.”

Brauer has found that you must do

nearly everything right and spend

reasonably to achieve best results. He

notes the report showed that projects

spending the least on clubhouse

improvements (under $200,000)

provided the highest ROI.” It also

means minimizing lost revenues

by properly timing your renovation

to meet grassing dates. Or paying

for more sod to shorten grow-in

time. “On average, the major D-FW

renovations took seven months to

complete, giving your customers a

chance to play different courses in

the interim, so the owners need to

work hard to ensure they return,”

said Brauer.

It starts with establishing a clear

business plan outlining financial

possibilities and targets for repairing,

replacing and redesign that will

help to generate a positive ROI and

increase revenue. “Every proposed

renovation needs its own specific

economic analysis and, since 2006,

most golf course renovations and

master plans have been preceded by

an overall business plan,” said Brauer.

But the experience and expertise of a

golf course architect is critical to help

arrive at the right decision.

According to Brauer, the consistency

of increased positive rounds, revenues

and ROI results in the NGF and

Sirius Golf Advisors report are vrey

encouraging for anyone considering a

major renovation, particularly in large

and vibrant areas where the public

golf market is similar to that of DF-W.

“Course owners will agree that while

renovations can be challenging, they

are often a less risky strategy than

doing nothing at all.”

For more information on how an ASGCA

member can assist in your renovation

project, download ‘The Golf Course

Remodeling Process: Questions & Answers’




Major 1

Major 2

Major 3

Major 4

Major 5

Major 6

Major 7

Major 8

Major 9

Minor 1

Minor 2

Minor 3

Minor 4

Renovation cost














Revenue per year















Revenue per year

(After Year 1)














Revenue per year

(After Year 2)





























Source: NGF, Sirius Golf Advisors and Jeff Brauer, ASGCA Past President

while renovations can be challenging, they

are often a

less risky strategy


doing nothing at all