Asian Club Business – August 2014

CLUB MANAGEMENT

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Issue #67

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AUGUST 2014

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

CURLEY’S VIEW: GOLF COURSE IN CHINA

THE POWER OF SOUL

BY GREGG PATTERSON

ANALYTICS & SURVEYS THE IMPORTANCE OF GOOD INFORMATION TO FUTURE BUSINESS

BY JEFF BLUNDEN

ARE ZOYSIA “SUPER GRASSES” FOR GOLF COURSES IN ASIA’S NEAR FUTURE?

BY JAMES PRUSA

ASIA PACIFIC GOLF SUMMIT

The AGENT TO ENERGISE!

EDUCATION & COURSES // CMAA-APC RAMPS UP WORLD CLASS EDUCATION PROGRAMMES SPECIAL FEATURE // A CASE FOR A BIGGER BUDGET // THREE THINGS ABOUT PROBLEM SOLVING

PUBLISHER's OFFICE MIKE SEBASTIAN

mike@asiapacificgolfgroup.com

SiNGAPORE OPEN BACk AGAIN? There have been some rumbles about the Singapore Open making a return after a two year lay-off. Talk has it that the event, described as a “ jewel in the crown of Singapore sport” will be staged early in 2015.

We laud this decision but does it really make good economic and promotional sense to re-launch the event? Does golf really need another multi-million dollar purse and will the now defunct Singapore Open be able to attract a comprehensive field of the game’s best especially when one considers that the hallowed position once enjoyed by the Singapore Open has since been usurped by the full-fledged PGA event – the annual CIMB Classic staged in Kuala Lumpur?

big name stars who are supposedly paid an appearance fee and with the rest of the field made of journey-men.

needs something that is different as opposed to the tired format of multi-million dollar, four-day professional tournaments.

There’s no doubt that the organisers will lay-out some big bucks to deliver “value” to some bluechip sponsor. Our poser to the organisers would be to put this money to good use by thinking unboxed and coming up with an event that will be a one-of-a-kind global attention grabber.

Singapore has got what it takes to rock the world in virtually anything that it undertakes to do.

The CIMB Classic is a US$7 million dollar tournament which enjoys official status on the PGA Tour with full Fedex Cup points with the winner earning a trip to the Masters.

We advocate this because many multi-million dollar tournaments struggle to get TV ratings and it will be a challenge for anyone to prove that the Singapore Open would be a huge eyeball grabber.

This is going to be a hard act to beat especially if the Singapore Open can only attract some

Now’s the time for Singapore to show that it is a true blue-blooded laboratory for change. Golf

Why can’t it do likewise with golf especially if you consider the huge investment that will have to be made on resuscitating a spent force like the Singapore Open?

Come on Singapore – you can be different.

Show the flagging golf industry that you have what it takes to give it a revitalizing shot in the arm by being innovative and imaginative.

The world’s watching so don’t let it down!

Publisher/Editor: Mike Sebastian Executive Director: Angela Raymond Art Director: Saiful Sufian Video EDITOR: Editor Wayne Lwee Finance: Myra Paras Marketing Executive: Alice Ho PUBLISHED BY: Asia Pacific Golf Development COnferences Pte Ltd Contact: mike@asiapacificgolfgroup.com CMAA – Asia Pacific Chapter: President: Mike Sebastian Chief Executive officier: SYLVAN BRABERRY Director of education: LAWRENCE YOUNG OFFICIAL WEBSITE: www.cmaa-asia.com OFFICIAL AFFILIATED Websites: www.asiapacificgolfgroup.com; www.golfconference.org; ; www.asianjuniorGolffoundation.com; 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 Club Business may be reproduced in any form or means without the written permission of the publisher. Opinions expressed by writers and advertisers within Asian Club Business are not necessarily endorsed by Asian Club Business. Asian Club 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

AUGUST 2014  02/03

CONTENTS ISSUE #67, AUGUST 2014 – ASIA PACIFIC GOLF SUMMIT ... THE AGENT TO ENERGISE!

Pg8 COVER STORY:

New Drive, New Energy.

A Re-vitalised Industry Planning for the 2014 Asia Pacific Golf Summit (APGS) is beginning to move into high gear as the organisers start lining up their speakers for what promises to be a gamechanging experience for the golf industry in the Asian arena.

ASIAN CLUB BUSINESS

EDUCATION & COURSES CMAA-APC Ramps Up World Class Education Programmes Pg11 Golf Clubs in the Southeast Asian region can now expect to have access to world class training and education programmes which will be delivered throughout the year by the Asia Pacific Chapter of the Club Managers Association of America (CMAA-APC).

ANALYTICS & SURVEY The Importance Of Good Information To Future Business Pg12 To date this market has had no industry reference points available. Golf Business Advisory Services Asia Pacific (GBAS), with the support of the CMAA-Asia Pacific, is therefore very pleased to be overseeing the delivery of the first piece of major industry research and facility benchmarking in South East Asia as communicated by the Asia Pacific Golf Group, the organization that has helped to coordinate and promote the whole exercise. Jeff Blunden reports.

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PLAN LIKE MIKE Planning For A Major Golf Tournament – Act Like a Ring Master! Pg14 Strategic thinking is defined as a mental or thinking process applied by an individual in the context of achieving success in a game or other endeavour.

As a cognitive activity, it produces thought. Asian Club Business shares the five steps club leaders should take to encourage strategic thinking and culture as identified by club management guru , Henry DeLozier, a principal of Global Advisors.

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CURLEY's VIEW In The Aftermath Of China’s Slow Down – What’s Next In Store For Golf Development? Pg16 Many in the golf business had placed all of their eggs in the China basket and one wonders what fate awaits them after all the time, money and resources invested in China. Given China’s record for unpredictability, it’s a tough question to answer. Asian Club Business decided to pop this question to one man who has spent a great deal of his time developing golf courses in China. He is Brian Curley, principal of the highly successful partnership of Schmidt Curley Design. to make!

Pg16 JULY 2014  04/05

CONTENTS ISSUE #67, AUGUST 2014 – ASIA PACIFIC GOLF SUMMIT ... THE AGENT TO ENERGISE! SPECIAL FEATURE Three Things About Problem Solving Pg26

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Here are three quotes from Albert Einstein. Three principles which helped him achieve mammoth levels of success.

Three principles which can help you revamp the way your team functions and addresses problems. Dr Clifford James Ferguson reports.

Building a Case For a Bigger Budget Pg28 Preparing budgets and getting them approved is a science.

There are three distinct steps of a better way to request for a bigger budget to compete and meet demands for consistently top conditions on your golf course. Henry DeLozier shares his wisdom.

Pg28 TURF MATTERS Are Zoysia ‘Super Grasses’ For Golf Courses In Asia’s Near Future? Pg42 The SKY72 group returned to Asia impressed and confident that in these new Zoysia grasses lays the ideal solution to East Asia’s low light climatology and that this progeny of Asian parent material will indeed be ‘Super’ grass for Asia. The new Super Zoysia grasses are coming soon to Asia and there are many more improved Zoysia varieties and new hybrids in the pipeline that will follow over the next decade. James Prusa gives his insights.

GENERAL NEWS  Jacks's Beijing Club Opens For Business Pg54  New CEO Announced For CMAA Pg56  Bernhard Makes Pinehurst Look Sharp! Pg58 ASIAN CLUB BUSINESS

CLUB MANAGEMENT The Power of Soul Pg32 Every club wants to have a great club chef. Clubs need to define great when finding, directing and compensating the chef. Chefs need to be shown that “soul” can be measured and is as important to their club success as cooking and counting. Tell them what you’ll be measuring and the practices you’ll be looking for. Remind them that clubs are in the happiness business. Gregg Patterson reveals his thoughts.

I’m Tired of “THEY”!! Pg38 “A unique perspective of talking to a large number of managers, both out of work and looking for a job, and those thinking about looking for a new position and being recruited, it often seems that the “They” reference works it’s way into the conversation!” Richard Kopplin and Kurt Kuebbler give their insights.

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Pg42 JULY 2014  06/07

COVER STORY ASIA PACIFIC GOLF SUMMIT 2014

“What we need to embark upon is a new adventure, an adventure that will help us discover opportunities and find revolutionary methods of engaging with these opportunities to get more people to take up the game of golf in Asia,” – Mike Sebastian Chief Executive Officer Asia Pacific Golf Group

ASIAN CLUB BUSINESS

New Drive, New Energy.

A Re-vitalised Industry Planning for the 2014 Asia Pacific Golf Summit (APGS) is beginning to move into high gear as the organisers start lining up their speakers for what promises to be a game-changing experience for the golf industry in the Asian arena.

APGS 2014, the eighth in the series, will be staged at the iconic Marina Bay Sands Hotel on November 14-15. The summit’s theme breaks away from the usual mainstream talk about the problems of golf and instead breaks out into new fields that have never been ventured upon in Asia.

“There is really no need to talk about the problems challenging the golf industry – that’s a given,” declared Mike Sebastian, chief executive officer of the Asia Pacific Golf Group, the owner and producer of APGS. “What we need to embark upon is a new adventure, an adventure that will help us discover opportunities and find revolutionary methods of engaging with these opportunities to get more people to take up the game of golf in Asia,” Sebastian explained.

The theme for APGS 2014 is bold and visionary - New Drive. New Energy. A Revitalised Industry. “Within this multifaceted theme lies the answers to how we , as an industry, can lead the search for what

The golf industry, especially the club sector, which drives the game of golf, has not been in a very healthy state globally and while many have excluded Asia from this gloom, there is no denying that Asia is experiencing similar problems. The only difference is that we in Asia (with the exception of Japan and perhaps Korea), don’t have the research, statistics and industry trends to be able to arrive at a conclusive fix on the health of golf in the region.

we have commissioned a ground breaking initiative to launch the first ever Golf Industry Survey of Southeast Asia, and this will be the first step towards providing the industry with quality research that is vitally needed,” announced Sylvan Braberry, chief executive officer of the Asia Pacific Chapter of the Club Managers Association. The survey will be led

by Jeff Blunden, managing director of Golf Businesss Advisory Services of Australia, and a highly respected consultant to the industry down under. The survey is currently in progress and the full findings of the research project will be presented by the Asia Pacific Golf Group at APGS 2014.

It’s really ironic, bordering on comedy, that no one quite knows how many “active” golf courses there are in Asia. Don’t even talk about the number of active golfers and the rounds played! This is not a healthy trend to have and it has to be corrected if, as an industry, we are to get a firm handle on what needs to be done.

“This addresses the “New” in this year’s APGS theme,” said Sebastian “and we will be making this survey available to the industry at no charge whatsoever!” Blunden pointed out that this survey is only the beginning of more surveys to come and the industry can look forward to specialised projects unfolding over the next few years.

“Recognising this appalling state of affairs,

“With scientifically researched data available,

we can do to get a languid industry to pick up and hit the growth path again,” said Sebastian.

AUGUST 2014  08/09

COVER STORY ASIA PACIFIC GOLF SUMMIT 2014 everyone in the industry will have a common set of information to study industry trends and launch new initiatives to charge up the industry with new energy,” stated Braberry. Armed with the right market research, the futile search in the dark will come to an end and new light will be cast upon the golf industry – an age of enlightenment to drive and energise the industry with revolutionary solutions to help grow the game amongst Asia’s teeming population, especially those who fall into the younger demographics.

Commenting on the Golf Industry Survey of Southeast Asia, Peter Goh, president of the Club Managers Association of Singapore said, “This is indeed a move in the right direction – it is something that is way overdue and we are delighted that the Asia Pacific Golf Group, in conjunction with the Club Managers Association and Jeff Blunden have taken the bold step to launch what is a truly ground-breaking industry move.”

This survey marks only the tip of the ice-berg of the various initiatives being undertaken by the Club Managers Association and the Asia Pacific Golf Group. According to Braberry, “We have been

quick to recognize the need to develop human capital within the golf industry, especially at the club management end and towards this, we will be announcing a series of training and education programmes designed to help the industry to develop a pool of qualified human resource talent on a sustainable basis.”

The education and training programmes will be directed at all levels within the club industry and these programmes will all carry “educational credits” which will lead to industry certification. The programmes will be launched as early as the fourth quarter of 2014. “The partners that we will be engaging with to deliver these programmes will be recognized training institutions who already

ASIAN CLUB BUSINESS

possess the various modules that we feel our industry urgently needs,” said Braberry. The partners and programmes will be announced in mid-August by the Club Managers Association’s director of education, Lawrence Young (pictured right).

“Training and education for the club industry is paramount and we have taken all the time to secure the right partners, the right structure and the delivery methods to ensure that whatever is done by the Club Managers Association is sustainable over the long run,” Braberry added.

With research and a dynamic education and training programme in place, the tools required are on the ready to help revitalize the golf industry. “There is a definite sharp focus and collectively, we hope that all sectors of the industry pull together to take advantage of the data that is about to unfold and the education that is about to roll out and use all of this to benefit the industry as a whole,” concluded Sebastian.

APGS 2014 will be the platform for the launch of these exciting industry developments and all of the partners who will be engaged in the delivery of the various programmes will be on hand to share their thoughts.

Asia is taking charge of its own destiny in golf and the seeds that are being planted at APGS 2014 will flourish to help the industry take affairs into its own hands and to grow the industry the way it needs to grow in Asia without any interference from external sources. The time has come for Asia to break free of its shackles and move ahead on its own! Come and be part of this exciting revolution. It will all be happening at APGS 2014!

EDUCATION & COURSeS CMAA-ASIA PACIFIC CHAPTER

ASIA CHA

CMAA-APC Ramps Up World Class Education Programmes Golf Clubs in the Southeast Asian region can now expect to have access to world class training and education programmes which will be delivered throughout the year by the Asia Pacific Chapter of the Club Managers Association of America (CMAA-APC).

In announcing the ambitious programme, Sylvan Braberry, chief executive officer of the CMAA-APC said, “We have invested the past few months in putting together a holistic and sustainable training and education programme to ensure that as a body, we can bring world class training and education to the club industry throughout the Southeast Asian region.”

To help deliver the education programmes, CMAA-APC has entered into long-term agreements with best of breed education and training organisations. “We have elected to use Singapore as the education hub as Singapore is now widely regarded as a global knowledge and education centre with access to some of the finest institutions of learning at various levels,” Braberry explained.

The partnerships that are already in place include the following organisations:

Singapore Human Resource Institute (SHRI) Singapore Training and Development Association (STADA) SDH Institute Training Vision There are also arrangements in place to

offer select programmes from the NTUC Learning Hub and the world class Institute of Technical Education (ITE).

Each and every partner has been identified

by CMAA-APC to provide education, training and certification in a variety of fields of human capital development. “Our programmes will be directed at every single occupational sector of the club industry as it relates to delivering the total service experience which is so vitally important to our industry,” Braberry stressed.

“We are excited to work with some of the best in the business of human capital development and we are confident that through these strategic alliances, we will be able to perform a vital service to the club industry to help train, educate, certify and upgrade the quality of the workforce engaged in the club industry,” declared Lawrence Young, CMAA-APC’s director of education.

Young is a highly qualified human resource expert and was until recently, the human resource director for NIKE in Southeast Asia.

“We have elected to partner with the various organisations on the basis of the

value that they will collectively bring to the industry and I hasten to add that what we have put together is undeniably the best training and education package available perhaps anywhere in the world for the club industry,” Young added. The official launch of the CMAA-APC training calendar will be the last quarter of 2014.

“Our training will go on year round and the modules will vary in duration,” Young pointed out. He continued, “Some of the programmes will be for a day while others may be for longer periods depending on the complexity of the programme offered and these programmes will be either conducted in-situ or via webcasts and web-streaming.”

CMAA-APC has invested heavily on webstreaming facilities and currently has three state of the art “live stream” production units available. “Our investment in webstreaming will continue as we believe this is the most cost-efficient and dynamic way of delivering education and training throughout the region,” Young said.

Full details of all the education and training programmes that will be offered will be available after August 15 on CMAAAPC’s web site at www.cmaa-asia.com

An introduction to CMAA-APC's education partners CLICK HERE AUGUST 2014  10/11

ANALYTICS & SURVEYS GOLF BUSINESS ADVISORY SERVICES ASIA PACIFIC (GBAS)

The Importance of Good Information to Future Business

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Many of us have seen significant levels of change in our lifetimes. For current generations the emergence of the internet, the explosion within social media, and now wearable technology are increasingly ingrained in our daily lives that it is hard to remember what life was like prior to these now everyday realities. As these changes have occurred society has also been evolving. The responsibilities of males and females within the family unit are becoming more evenly balanced, younger generations are seeking a quicker sporting fix and available time for sporting and leisure activities, on an increasingly non committed basis, is being challenged.

Golf as a sport has been caught by this evolution and has collectively been comparably slow to adjust and more appropriately position itself to accommodate these changes.

Whilst there has been change in what the game is played with, with the massive gains seen in driver and ball construction technology standing out the most, little material change has occurred in how the game is predominantly played, this best highlighted by the continued promotion of the long game and no global adoption of a shorter format.

Globally, at the macro level, there has never been a more challenging time for the game of golf. The heart of the golf industry are those at the operational coalface. This is where the product is advertised, where it is purchased and where it is consumed.

Whilst there is daily exposure to customer satisfaction, given golf’s structure, its seven day availability, the large turf footprint it requires, and the presentation and service expectations around this footprint, a large fixed cost base is ever present. The operational model therefore needs demand, and needs revenue to feed this constant requirement.

Some will say that what they do and how they do it needs no adjustment. Demand remains for their product and the economics of the offer remain strong.

Regardless of your facilities individual position and its level of immunity to wider world realities, decision making is still required, and operating strategies must

still be developed. In the modern age it is the collective sum of many little moving parts that becomes the product, all of which require a degree of decision making.

As a manager, on what basis do you make these decisions or develop strategies to improve outcomes? How do you respond to questions from committees regarding financial and departmental performance?

At the core of good decision making and successful strategy development is a need for good information. Information identifies the issue. This information becomes even more valuable if it has a wider reference point, something that puts it into relative context.

Given the wider challenges that golf as a sport is facing, and the importance of context around decision making, the need for market research and the availability of industry benchmarking information has therefore never been more vital.

As you consider strategies for member development, green fee golf, and overall profit improvement, identifying the trends and benchmarks in these areas provides a valuable reference point and give tighter shape to their structure.

To date this market has had no industry reference points available. Golf Business Advisory Services Asia Pacific (GBAS), with the support of the CMAA Asia Pacific, is therefore very pleased to be overseeing the delivery of the first piece of major industry research and facility benchmarking in South East Asia as communicated by the Asia Pacific Golf Group, the organization that has helped to coordinate and promote the whole exercise.

Jeff Blunden

The release of the 2014 South East Asian Golf Report at the Asia Pacific Golf Summit in November this year will provide the industry with its first report that details many of the current outcomes being achieved across all areas of golf facility operations.

The facility survey, launched today by the CMAA Asia Pacific, contains detailed questions concerning:

 Membership  Rounds and facility utilization  Food and beverage  Golf operations  Course maintenance  Technology  Gaming With over 100 courses developed in South East Asia since 2000, and many new courses in the pipeline, there is also much to be learnt about new facility development.

Separate to the above, but along the same theme, information is therefore also being sought regarding construction timelines and costs, the largest challenges faced and the regions most likely to see further golf course and facility expansion.

With responses being sought to both initiatives on an anonymous basis, industry wide support for this research will ensure that the 2014 South East Asian Golf Report will be a valuable reference for all involved in the industry and will help us all make better, more informed decisions as we face the challenges being presented in the 21st century.

AUGUST 2014  12/13

PLAN LIKE MIKE MIKE LEEMHUIS – CEO & GENERAL MANAGER of CoNGRESSIONAL GOLF CLUB

Planning For A Major

Golf Tournament Act Like a Ring Master!

Planning for a major golf tournament at your golf club is a very demanding and skillful undertaking. It’s a huge challenge especially when one considers that everyone involved – the club’s management and staff, the players, the sponsors and the public have to come together to make everything hang together. It’s like a circus where coordination is critical for success. Asian Club Business decided to explore what it takes to pull off a world class golf event and we spoke with the Ring Master Extraordinaire – Mike Leemhuis, CEO and general manager of the prestigious Congressional Golf Club in Washington.

14/15  AUGUST 2014

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

CURLEY'S VIEW Brian GURLEY, SCHMIDT-CURLEY DESIGN ON GOLF IN CHINA The past few months have witnessed a brutal crackdown on golf course development in China and serious China watchers feel that this crack-down will be in place for some time to come.

Many in the golf business had placed all of their eggs in the China basket and one wonders what fate awaits them after all the time, money and resources invested in China. Given China’s record for unpredictability, it’s a tough question to answer.

Asian Club Business decided to pop this question to one man who has spent a great deal of his time developing golf courses in China. He is Brian Curley, principal of the highly successful partnership of Schmidt Curley Design.

The following is the complete interview with Curley: ASIAN CLUB BUSINESS: You’ve experienced a great time in China and have been widely acknowledged as the leaders in golf course development in that country. Given your wide experience in that country, give us an assessment of the current state of affairs in China as it relates to golf course development?

BRIAN CURLEY: It changes daily! As of today, I am more and more concerned, certainly about the short term. Recent actions have been much more draconian than in the past and there is certainly concern. Protection of farmland and forest preserves is ( and should be ) a major concern so many projects we may have been counting on may die a slow death and never happen. At the same time, new work will be pushed to difficult land that is relatively barren and useless as far as farming goes. This transformation of difficult sites has been our bread and butter through the years and is right in our comfort zone.

Most of my concern rests with the inability to create a mid-priced product that appeals to more golfers and grows the game. As the sites get more difficult,

ASIAN CLUB BUSINESS

In The Aftermath Of China’s Slow Down ...

What’s Next In Store For Golf Development?

AUGUST 2014  16/17

CURLEY'S VIEW QUALITY Brian GURLEY, SERVICESCHMIDT-CURLEY DESIGN ON GOLF IN CHINA

the construction costs go up and the cost to play become too much for too many.

Holding back growth with cost factors is not good for the growth of the game which, at its roots in places like Scotland, is a very much middle class , social sport, not the high end product you see so much of today.

It seems apparent that the reported slow-down in the Chinese economy combined with the fact that the shine has come off the property market, golf course development will follow the downward trend and slow down or may even fall into a total slump. Do you agree?

I would agree that there will be a continued slowdown of jobs but I hold hope that the business of creating golf communities will continue to make economic sense and remain as a source of future work. Stand alone golf may be a more difficult prospect in the years ahead but creating open space will remain a desired product.

The key is to get governments to buy into the idea that golf is a great social sport and not just for the filthy rich. The game is a great source of family fun and social interaction where size and strength are important but , if lacking, not a deterrent.

As more and more buyers have disposable income yet still crave the social interaction that a club provides, the golf community is a great thing for so many people looking for a sense of community in a more relaxed environment. These communities, like so many in the U.S. do not need to be over the top expensive.

Ultimately the Del Web/Pulte homes age restricted golf community model will take hold for those looking for a great place to retire and stay active. So, I see a slowdown but intimately an upward curve.

There’s one school of thought which argues that there was never really a golf boom in China and that whatever boom there was, was not connected to any genuine interest in the game but more the greed of developers wanting an excuse to sell expensive property on these golf courses. What are your thoughts on this?

There is no question that much of the past development has been a land grab of sorts; a way to tie up future residential development. At the same time, I like this business model where the green space element is considered in the same vein as infrastructure , a necessary front end element of capital expenditure to get the project rolling. This is difficult in many markets but, in Asia and especially China, you can operate at reduced costs. This method would bankrupt a job in the US if they built years ahead of the market and suffered continued losses. One must consider that many courses that are witnessing less play than hoped for have a lot in common with two places of significance, Augusta National and Cypress Point. Both of these courses are top five in the world yet both almost succumbed to default and bankruptcy in their early years.

Golf is a difficult economic model to hit on all cylinders from the get go and one must bring a long term look at the overall development. This is the resin development along with the golf course helps the numbers and, in China, the course is viewed at times much the same way that a road or new power stations would be; part of the cost of doing business. Keeping operations within budget is a difficult task if ownership is impatient.

Mission Hills (Stone Quarry) in Hainan, China .

ASIAN CLUB BUSINESS

" ... I like this business model where the green space element is considered in the same vein as infrastructure , a necessary front end element of capital expenditure to get the project rolling. This is difficult in many markets but, in Asia and especially China, you can operate at reduced costs. This method would bankrupt a job in the US if they built years ahead of the market and suffered continued losses. One must consider that many courses that are witnessing less play than hoped for have a lot in common with two places of significance, Augusta National and Cypress Point. Both of these courses are top five in the world yet both almost succumbed to default and bankruptcy in their early years."

Photo courtesy of Ryan Farrow.

AUGUST 2014  18/19

CURLEY'S VIEW QUALITY Brian GURLEY, SERVICESCHMIDT-CURLEY DESIGN ON GOLF IN CHINA

"Many owners fell victim to "experts “ who claimed difficult is balls and slow play. Since they have permits, these are easier a remodel project that fits this model. Built on a difficult but sp on design) but the course is unplayable for the most

Now that China has dropped its gears on golf course development, what are the others markets that offer business potential for golf course development?

We are looking at others but nothing is a real standout at this time.

We are fortunate to be starting a new course in Myanmar right now and are still active in Thailand. Other places such as Vietnam and Cambodia show promise as well but not with much pace it seems.

You must really stay on top of prospects and show a great presence in order to move the needle on activity.

Will there be enough work on new courses to keep the golf course design and construction industry occupied or will there be a need to explore new markets? After all, there are hundreds of poorly designed golf courses in Southeast Asia that have reached their use-by-dates.

In your personal assessment what are the opportunities for golf course renovation?

ASIAN CLUB BUSINESS

I think the renovation market makes a lot of sense. You have many courses that were poorly designed and constructed and now, people do not want to play them despite a lot of money having been spent.

Typically these courses were built with not enough dirt moved and they are, in turn, unplayable. Many owners fell victim to "experts “ who claimed difficult is good. We all know how these courses play with endless lost balls and slow play. Since they have permits, these are easier to go to and immediately begin with work as well. We have a remodel project that fits this model. Built on a difficult but spectacular site, the ownership spent plenty of money (yet not on design) but the course is unplayable for the most part and players play once, never to return again.

I played and , prior to starting, the caddies placed a huge bag of balls in the cart’s basket. I said “hey, I’m no Tiger Woods but I’m not that bad!” but they insisted, and, for good reason! It may be the biggest waste of money spent in golf history and we intend to essentially blow it up and start again. Needless to say, the owner is not happy and his “golf expert” has ventured on to another deal.

Some 30 years have gone by since the first phase of new

s good. We all know how these courses play with endless lost r to go to and immediately begin with work as well. We have pectacular site, the ownership spent plenty of money (yet not part and players play once, never to return again. "

"Golfers are more savvy and demanding ... just providing a so-so experience will not be sustainable. I think Asian golfers also have broken through the mould of wanting “standard” in design and like anything but the same old thing. A nondescript course will survive in a strong market but never produce the revenue it is capable of."

courses were built in Southeast Asia. Some have closed down, some have fallen into neglect and some have become goat yards. How do you think the owners of these courses can be fired up to invest and re-develop their courses with a difference. By this, I mean to have the courses done right. Surely there is a strong business case to give these courses a new lease of life?

Golfers are more savvy and demanding ... just providing a so-so experience will not be sustainable. I think Asian golfers also have broken through the mould of wanting “standard” in design and like anything but the same old thing. A nondescript course will survive in a strong market but never produce the revenue it is capable of. One that is poorly designed AND in a weak location has no chance , even if ownership continues to pump in money. The problem often is in the product itself and, if owners want to survive and prosper long term , they must often reinvent themselves. Shutting down for a year may be a difficult option to digest but , without adjustments, many will die a slow death, especially if more product with great design is brought on in the same market.

AUGUST 2014  20/21

CURLEY'S VIEW Brian GURLEY, SCHMIDT-CURLEY DESIGN ON GOLF IN CHINA

"Many developers are reluctant to be told how to operate. We all know where the fork and knives go, how to fold a napkin , etc so, "do not tell me what to do!”.

Operations in Asia are often less than what should be and the excuse is often that they know the culture better. This has some merit but there are ways to operate that transcend any and all cultural limits."

One of the mistakes made in the first wave of development was that very little was done to train qualified personnel to manage, market, run and maintain golf courses which in turn resulted in many properties falling into a state of malaise and deterioration. With the resurgent new wave, would it not make sense that golf course architects work with qualified bodies like the CMAA and the GCSAA to develop qualified skillsets for Asian personnel? The CMAA is already in Asia and can work with architects to train vital staff to help manage clubs professionally and deliver quality standards that will help clubs be run as viable and profitable operations. What do you think?

I fully agree. Many developers are reluctant to be told how to operate.

We all know where the fork and knives go, how to fold a napkin , etc so, "do not tell me what to do!” .

22/23  AUGUST 2014

Operations in Asia are often less than what should be and the excuse is often that they know the culture better. This has some merit but there are ways to operate that transcend any and all cultural limits.

I have been working with Mission Hills for years and, from early on, they have always asked me to comment on all operations and marketing and other things with a westerner’s eye.

Just as a better designer produces a better product, a better operator will produce better revenues and is well worth the cost of bringing them on.

Would you go along with the staging of an industry road show run by the ASGCA in Asian cities directed at the club industry, aimed to wake up to the need to spruce up and shape up old clubs?

Sure, this would be a great way to bring some sanity to many courses that are in need of help and there would be many willing participants from the ASGCA. The Architect’s Society is made up of many people that are up to date with trends and cost /benefit attentions that would certainly help many owners in the years ahead.

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SPECIAL FEATURE BUSINESS STRATEGIES

"We cannot solve our problems with the same thinking we used when we created them." â&#x20AC;&#x201C; Albert Einstein

By Dr Clifford James Ferguson

Three Things about problem solving ASIAN CLUB BUSINESS

Problem solving has a synonym in the corporate world today – fire fighting.

Up to 70% of employees’ time at work is spent fire fighting. Thus they spend more than 6 hours out of 9 in a day grappling with problems, which should not exist. What a waste of productivity! Imagine what organizations can achieve if hundreds (or thousands) of employees get these 6 hours daily (or 30 hours weekly) to work on something constructive!

The concept of problem solving in most companies today is flawed. “If it isn't urgent, worry about it later,” is the mantra.

Eventually, the ignored problem becomes so massive that it calls for – you guessed it – fire fighting. This behaviour is so deeply entrenched in most organizations that it has become a culture.

Many of you may be nodding while reading this. But how should we combat it? Well, here are 3 quotes from Albert Einstein. 3 principles which helped him achieve mammoth levels of success. 3 principles which can help you revamp the way your team functions and addresses problems.

“It’s not that I’m so smart, it’s just that I stay with problems longer.”

We don’t want a problem to stay around for long; we want to get rid of it as soon as possible. Hence most of us jump into resolution mode immediately. Each person – to shine brighter in front of his boss – becomes an expert on solving it. The meeting room echoes with dialogues like “listen to me”, “I know what to do” and “this is how we’ll do it”. But these employees fail to realize that the proposed resolutions are merely quick fixes. The problem will rear its ugly head again.

So what should employees do?

“If I had an hour to solve a problem, I’d spend 55 minutes thinking about the problem and 5 minutes thinking about solutions.”

This is arguably the best piece of advice Albert Einstein has given us. The more time one spends understanding a problem,

the more effective the resolution. Certain techniques allow people to get to the root cause of the problem, and take corrective measures to ensure it never occurs again.

Ask Paul O’Neill who turned an ailing Alcoa into one of corporate America’s heavyweights by simply addressing one core problem – worker safety.

Don’t look for solutions immediately; take time to comprehend the gravity of the issue at hand. Keep redefining the problem until you get to the root cause. The solutions you and your team device will actually save you and your team a lot of fire fighting. And for all you know, the resolutions may open up new business avenues for you.

“Logic will get you from point A to point B. Imagination will take you everywhere.”

Edward de Bono points out in Lateral Thinking that too often we spend time measuring how right or wrong a solution is. But you can’t dig a hole at a different location but digging the same one deeper. Be prepared to consider all options, no matter how relevant or irrelevant they are to the current scenario.

And this concept isn't only applicable to problem solving. It can be used in designing, engineering and all other fields.

I have been in the business world long enough to admit that these concepts are not easily accepted. Most employees immediately jump into the fire and end up running in circles.

However, when teams have implemented these concepts, they have served them well.

AUGUST 2014  26/27

SPECIAL FEATURE BUSINESS STRATEGIES

BUILDING A CASE FOR A BIGGER BUDGET

By Henry DeLozier

Your course needs a bigger budget to compete and meet demands for consistently top conditions.

You could ask politely, but there’s a better way. Here are three distinct steps.

"During the presentation, reassure management that you understand the facility’s competitive position, long-term strategy and objectives. Also communicate that you understand membership and customer expectations and desires."

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Pre-sell

Meet with management well in advance of the budget cycle to make sure you understand the facility’s short- and long-range goals. Make sure your management knows the budget you’re developing is designed to align with the direction it’s taking the club.

During the presentation, reassure management that you understand the facility’s competitive position, longterm strategy and objectives. Also communicate that you understand membership and customer expectations and desires.

Perhaps most important thing in this step is communicating that you remain dedicated to the club and will exceed expectations. In the days leading up to the budget presentation, have casual conversations with management about the work you’re doing to analyze the competition. Let owners and managers know you’ve walked their fairways and met their superintendents and you know what the market requires.

Show sensitivity to finite resources of people and capital.

Communicate that you’ve taken a conservative, prudent approach to your budget, using sound logic and anticipating changes that could affect the course and the budget during the year.

Due diligence

This is the heavy-lifting step because it requires that you develop a comprehensive agronomic plan that supports the quantitative and qualitative goals established by the board, the owners or the manager.

The budget you recommend should reflect that you have calculated every line-item. Don’t guess. Have your assumptions and back-up ready to reinforce your recommendations. The budget also should reflect ways you intend to complement the club’s high standards and member expectations.

What’s more, the recommended budget should indicate a strong understanding of the facility’s strategy and competitive position. For example, if a goal is to raise green fees, then your budget should show what is required to improve course conditions to prove the value of the increase to members and customers.

Your due diligence should include feedback from focus groups comprised of key constituencies – women’s group leaders, top players, golf professional staff and longtime members – to learn what they expect from their experience.

The presentation

The presentation might start with a review of the previous budget year, showing images that reflect the standards you will sustain and the challenges you intend to tackle in the next year. Present your budget proposal creatively. This is an opportunity to educate.

Make your background and credentials (such as certifications) a part of your introductory remarks.

" ... the recommended budget should indicate a strong understanding of the facility’s strategy and competitive position. For example, if a goal is to raise green fees, then your budget should show what is required to improve course conditions to prove the value of the increase to members and customers."

The plan you present should identify opportunities you have uncovered to accelerate goals and objectives, even if funding those opportunities stretch the budget. The budget should present – factually and not in a threatening manner – the consequences of underfunding.

Describe what you want the course to look like, the types of compliments you want the course to earn, and the criticisms you plan to eliminate with your budget and actions. Show how changes to your practices – mowing fairways mid-afternoon to get golfers onto the course earlier in the day, for example – increases revenues.

When challenged, be appreciative of questions and the chance to clarify and inform. Don’t take them personally. Instead, persuade the questioner of the importance of mission-critical actions. Set clear expectations and consequences. You might say, for example: “If we must make these reductions, I should reevaluate my plan to see how they will affect course quality and our ability to achieve the quality standards.”

The biggest reason budgets are not approved and people walk away disappointed is they don’t respect what should be a disciplined process and the roles that various stakeholders play.

AUGUST 2014  28/29

VIEW VIDEO ON LOFT FOR DISTANCE

VIEW VIDEO – DISTANCE FOR ALL

CLUB MANAGEMENT

BY Gregg Patterson – General Manager, The Beach club

ASIAN CLUB BUSINESS

GREGG PATTERSON TO SPEAK AT APGS 2014!

CLICK HERE TO WATCH PROMO VIDEO

I have a great club chef. “Great” has to do with something more than the food Whitney cooks (which is outstanding) or the business he generates (more “seats in seats” every year). What sets Whitney apart in a world filled with cooks and “culinary commodities” is the soul of a club chef. He’s got heart. He’s in the happiness business. He’s a club chef.

To be good at what they do, a chef needs technical mastery and business acumen–they need to cook and count. But to be a great at what they do, a club chef needs “soul.” Those with soul are passionately committed to the happiness of their members. They get a buzz when people smile after munching down kitchen creations, from corn dogs to fusion cuisine. They glow when they see smiles and feel “the love.” Soul is the “value added” part of a club’s culinary adventure, the warm embrace that makes the club experience special.

AUGUST 2014  32/33

CLUB MANAGEMENT

BY Gregg Patterson – General Manager, The Beach club Soul is driven by personality. Personalities build relationships. Relationships weld club communities together. Food becomes a symbol for soul. To be great, a club chef needs to touch their diners with the culinary embrace and to give each member “well rounded happiness” – great food seasoned with soul. Twenty-first century managers and directors need to look at “Chef Metrics”– the measures used to establish success or failure as a club chef – a little differently. The culinary metrics of a given club tell outsiders a lot about the club culture. “Soul food metrics” need to be factored into the culinary equation.

To measure “right” you need to ask the right questions. You are what you do and what you do can be measured. Great club chefs do what they do a little differently. Their practices address the people side of the culinary adventure. Soul has to do with “managing constituencies” – handling the people end of the business and addressing the broadest possible spectrum of the member community. Kids at the kids buffet are as important to club chefs as the aging geezer eating nightly in the dining room. Chef behaviors can be observed, explained, quantified, measured.

People grow toward “the good” whenever “success behaviors” are identified, emphasized and measured. Examine the following culinary metrics and determine which ones work in your club culture. Measure the measurable. See if your chef has the soul of a club chef.

 Lobby Greeter: How often has the chef assisted the General Manager in welcoming members and their guests on big dinner nights? (I assume that the General Manager makes a habit of greeting member diners in the lobby!)  Coat Checker: How many times has the chef stood in the lobby with the management team to check member coats during the holiday season?  Table Encounters: How many tables did the chef visit during dinner in each of the dining rooms?  Broad Spectrum Member Contacts: How many member age groups did the chef talk to during the evening?  Dramatizing their Food Passion: How frequently do the chefs “talk with their hands” when describing the new winter squash they’ve just received from farmer Joe? How frequently do they address “the buzz, the love and the glow” when describing a plate of food?  Calls to New Members: How many new members did the chef personally call to welcome into the Club?  Number of member names known: How many members did the chef call by name when meeting them in the lobby or at their table?  Comfort level with members: How many members have insisted that the chef address them by their first name when speaking?

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 Number of members making unplanned visits to the kitchen: How many members simply walked into the kitchen to “shoot the breeze” with the chef?  Number of “Taste This” Walk-Abouts in the Clubhouse: How many times did the chef put samples of their newest creations on a platter and walk them through the clubhouse for members to experience?  Passing Hors d’oeuvres: How many times did the chef walk hors d’oeuvres through the clubhouse during the cocktail hour?  Number of “specials” prepared after “working the tables” on a given evening: How many “off menu specials” did the chef suggest and then take orders for during their walkabout in the clubhouse?  Articulating to the Articulate: How many non-culinary conversations did the chef have with members during his walkabout?  There at the beginning: How many times did a host or hostess ask to have the chef sit in on their event planning session in the course of any given week?  The Amount of “New” Added to the Menu: How many “tweaks a week” did the chef do to the menu? How many times are major overhauls done to the menu each year?  Corn Dogs Served from the Kids Buffet: How often has

the chef stood at the kids dinner buffet and served up kid food to the awe struck kids with their paper plates?  Giving to the next generation – external interns: How many intern apprentices from the local culinary academy were used in a given week?  Giving to the next generation – kids in the kitchen: How many members' children were toured through the kitchen?

How many cooking classes were given for members' children?  Giving to the next generation---internal interns: How many “street people” with no culinary experience have been hired, are now being educated by the chef and are moving up through the culinary ranks?  Teaching and Preaching: How many seminars have been given to professional groups outside the club in a given year?  Club Sense – the number of trophies not shown or awards not worn: How many awards were won or degrees earned that weren’t seen by the members?  Articles Published: How many articles did the chef author in the club newsletter on in journals outside the club?  Calls to the disgruntled: How many times did the chef personally call those who had an off-color culinary experience?  Calls to the contented: How many times did the chef

Photo courtesy of David Kirkland

AUGUST 2014  34/35

CLUB MANAGEMENT

BY Gregg Patterson – General Manager, The Beach club

personally call those who wrote good thoughts to the manager about their culinary experience?  The Number of “doggie bags” prepared for those attending Big Event Dinners: How many “taste this at home” doggie bags did the chef make for member diners after doing their “walk-about” through the clubhouse?  “My Restaurant” thinking: How many times during the day did the chef allude to “their restaurant” when speaking of the club dining room?  Cultivating the “Idiosyncratic Personality”: How many different personality characteristics do members address when distinguishing your chef from others?  Food Demonstrations Given to Charity: How many culinary demonstrations has your chef conducted and how many speeches have they made to charities, social groups or member events at the club? How many times have members even asked that your chef demonstrate or pontificate to their charity of choice?  Classes taught in your club’s internal university: How many classes has your chef taught in your management team’s internal university?  Stories of the week told at the weekly senior staff meeting: How many “stories of the week” has your chef told to open up the weekly senior staff meeting?  “Beat the Chef” Tourneys: How many “beat the chef” golfsurf-tennis-volleyball tourneys are held at your club in any given year? And how many times did the chef laugh when they lost?

Finding Soul Food Every club wants to have a great club chef. Clubs need to define great when finding, directing and compensating the chef. Chefs need to be shown that “soul” can be measured and is as important to their club success as cooking and counting.

Tell them what you’ll be measuring and the practices you’ll be looking for. Remind them that clubs are in the happiness business.

Few chefs will measure up. O.K. can be all right in a pinch. Except that “you can’t squeeze orange juice from a turnip.” A handful of cooks can become executive chefs. Even fewer chefs have the right stuff to become club chefs. But knowing “the good” will make even a pedestrian club chef cook a little bit better.

Club food can be great if it’s got soul. Soul can be measured with a new set of culinary metrics. Measure the measurable and see how your club measures up.

Help your chef feel the buzz, the love and the glow. Amplify their soul.

36/37  AUGUST 2014

ASIAN CLUB BUSINESS

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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.

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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,

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CLUB MANAGEMENT KOPPLIN & KUEBLER

“Have you ever noticed? Anyone going slower than you is an idiot, and anyone going faster than you is a maniac.”

– George Carlin Doesn’t it seem that with some people, it’s always someone else? Someone named “They” cause all the problems or issues that “I” have to deal with! From my unique perspective of talking to a large number of managers, both out of work and looking for a job, and those thinking about looking for a new position and being recruited, it often seems that the “They” reference works it’s way into the conversation!

I'm Tired of ...

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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.

 If only they had listened to me, I wouldn’t be in this position with the membership!  If only they would have taken a different approach to this issue, we’d have gotten this project approved.  If they had supported me when I wanted to get rid of that ‘sacred cow’, I wouldn’t be in the position I am now.  They decided to bring that ‘sacred cow’ back after I terminated him.  If they had done what they agreed to do, this wouldn’t have happened.  They decided that the club needed to move in a different direction and didn’t think I could be part of it.

You get the idea; it’s always “They” who did it to these managers. Even when talking about situations that weren’t necessarily bad outcomes, the consistency of some managers referring to the club board or members by a manager as “They” reveals, at least in my mind, a clear lack of buy-in and commitment on the part of the person I’m listening to. Its as though he or she was sitting on the sidelines as an unaffected observer, watching these scenes unfold around them.

Sitting it a vacuum, unable to have any impact whatsoever on their surroundings.

To me, these folks are classic ‘underachievers’! They’ll forever be looking for their next job, or sitting on the sidelines watching as their club board and committees start taking action around them, most times inserting themselves into day to day operations. Of course, all this does is perpetuate the opportunity for these “They” oriented folks to switch their tunes to the “I’m being micromanaged” refrain.

Now, this isn’t to say that there aren’t a large number of board members who simply can’t help but to insert themselves into the daily operational lives of managers and department heads of many clubs around the country.

Many of these well-intentioned club volunteers, some working and some retired, often don’t see or understand how undermining or detrimental their efforts are on the manager and staff. Couple this with a reticent manager who often seems to ‘sit on the sidelines’ and watches without forcing a candid and reasonable discussion of the issues and you know what happens. This morphs into “micromanaging” as board members’ perspectives of the abilities of the manager and his/her key managers starts to be negatively impacted.

Then, either more members jump on that bandwagon, or the board member who initiated it in the first place feels that he/she needs to take further control or direction so that the club doesn’t suffer.

Of course, the club does usually suffer. The ‘playing fields’ get shifted for the department managers and staff as they often get very mixed signals as to who they report to. Confusion and frustration starts to reign.

Usually, this causes the manager to further regress. Then, constant second-guessing of everything starts to occur and the manager is looking for a job. And, then the process starts over.

If only “They” hadn’t micromanaged me, I’d still be there running the club.

From my perspective, the far better refrain should be, “If only I had taken a proactive approach to ensuring that my club board and members knew what I was doing and why. If only I had followed up on the goals and objectives I discussed with the board, I wouldn’t have created this situation for myself.

If only I had gained the confidence and trust of the board and members, and if only I had provided clear and reasonable communication, I wouldn’t have allowed myself to be in this situation.”

Or, “you should see what “we” accomplished at the club this year”. “We” hit all of our targets and goals. “We” made a bad decision, but “we” worked through it to a better outcome.

Now, there are always exceptions, and not much in club member and staff dynamics is ‘absolute’, but more often not, it is my observation that many managers would be far better off, far more effective, and far more trusted and listened to if they would substitute the “They” mindset for the “I will take responsibility” philosophy, or take “we” approach and ownership to what needs to get done. It’s pretty simple, but far too often forgotten, or many times a realit’ that has never been part of some manager’s toolbox to begin with. If only “They” were to understand this reality, that manager’s professional life could be so much better.

AUGUST 2014  38/39

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TURF MATTERS ZOYSIA GRASS Written by James Graham Prusa and Co-author Kim Jin

Are Zoysia "Super Grasses" for golf courses in Asia's NeAr future

“You can ensure the safety of your defense if you only hold positions that cannot be attacked.” – General Sun Tzu

ASIAN CLUB BUSINESS

References: 1. Asian Turfgrass Climate Charts. 2014. Asian Turfgrass Climate Charts. [ONLINE] Available at: http://www.climate.asianturfgrass.com/. [Accessed 8 July 2014].

2. Micah Woods, Ph.D. Why manilagrass (Zoysia matrella) is the best choice for links-style golfing surfaces in East and Southeast Asia.

2013. [ONLINE] Available at: http://www.files.asianturfgrass.com/201305_manilagrass_links_turf.pdf. [Accessed 10 July 2014].

In Southeast Asia we predominantly see the use of hybrid Bermuda grasses and other imported warm season species. In Northeast Asia golf courses have struggled for years with cool season species that just don’t seem to quite work. In both north and south all of these species demand high water consumption, large inputs of chemicals and fertilizers, with resulting high maintenance costs, intense labor and erratic play conditions. These facts are stifling the potential for expansion of golf in Asia and the engine of growth is sputtering. Why is it that these grasses commonly used in Asia, that are so successful in other regions of the world, seem unable to easily succeed in battles with our climatology? What is going on here and what have the legions of occidental ‘experts,’ who do their intermittent fly-ins to Asia, missed in the grassing equation?

The selection of the right grass for a golf course is really no different than the advice the sage general of ancient China, Sun Tzu, gives with regards to warfare. One must first select the very best grass that will provide the greatest defense against all of nature’s vagaries and man-made stresses. So often I have been saddened to visit a golf course that is in trouble, only to find that the decision makers failed to select the best grass – on the advice of outside experts of course.

Often times in Asia grasses have been recommended by occidental ‘experts’ who seem to think that East Asia climatology is the same as Florida or Portugal, when, in fact, they fail to understand that there is at least one very major influence on plant photosynthesis that is uniquely limited here in Oriental realms.

I have frequently been asked the question as to what is the best grass for Asia and I always respond by essentially saying that ‘the best grass for anywhere must be determined by the unique climatology, conditions and operations at the local site.’

My answer to this question may seem uncertain or even curt, but it is scientifically valid.

Every location is different, every golf operation will vary, and one must select factually and not by pure opinions that are most often emotionally influenced or persuaded by someone’s financial gain or just uninformed. General Sun Tzu knew this and he would surely never set up his battle array defenses like a ‘cookie cutter’ based on some other battlefield – nor would he allow his supply quartermaster to decide the best defenses.

Golf course management practitioners must assess and select the best grasses. So, what is so different about our climatology and which grasses provide the best golf course condition defense in East Asia?

Those of us who have worked, lived and who have managed golf courses in East Asia for many years are well aware of this simple fact: we have prolonged, low-light conditions

throughout much of the year and particularly during the May through November monsoon season that sweeps across East Asia from the Indian Ocean. This is a very significant growth limitation factor for turfgrass – it is a major stress. And when a major stress combines with multiple other lesser stresses, sports turf grasses will experience catastrophic failure.

Our often cloudy or raining East Asia conditions for a significant part of the year reduce the available light in specific frequency wavelengths that are required for plant photosynthesis. We call these special light wavelengths ‘PAR light’ or Photo(synthentic) Active Radiation.

It is a fact that in East Asia we have less quantity of sunlight (total hours) and also have a degraded quality of sunlight (less PAR light) for turfgrass growth. If more foreign suppliers of grasses would spend boots-on-the-ground time in Asia or have any meaningful, hands-on field experience here, then they would know that East Asia is not Florida or Portugal!

In recent years a very bright, young scientist and friend of the Asian golf industry, Micah Woods, Ph.D., has studied and presented excellent analysis of our East Asia light situation – to arm owners and management practitioners with excellent analytical tools that make our unique climatology factor uncontroverted. It is now firm, clear and accepted science1 and he has consistently pointed out that Zoysia is the most successful grass for Asia2.

Dr. Woods is the Chief Scientist at the Asian Turfgrass Center in Thailand and he has a knack for practical understanding of issues here in Asia that are solidly set in science – he is a bootson-the-ground guy.

So now, without a doubt, after being informed of Dr. Woods’ plant growth light models, General Sun Tzu would surely advise us that we must establish the strong defense strategies of our grass selections to address and overwhelm the low-light threat to our golf course turf. How can this be achieved here in Asia?

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TURF MATTERS ZOYSIA GRASS “Do not let circumstances control you. You change your circumstances.” – Jackie Chan The answer to solving the serious problem of our East Asia, low-light climatology for growing superb golf and sports turf in Asia is profoundly provided by none other than actor and martial arts expert Jackie Chan. Likely Jackie has also carefully studied the wise teachings of General Sun Tzu’s writing, Art of War, and applied them in his own life. We can indeed change our circumstances today!

momentous Zoysia breeding program underway for at least the last three decades. Most have charged ahead during the Asian golf boom to spend zillions planting golf courses with what are weaker performing grass species that they are familiar with from other regions of the world – and that provide weak defenses here for Asia. Sorry, these facts are just a harsh reality and a show-stopper.

While we cannot change the light that Providence naturally provides us here in East Asia, we can take Jackie Chan’s advice and change the circumstances of our grass selections. The answer has been under our feet all along -- if we just would have paused to establish and hold our grass defense positions that cannot be attacked by low light. How so? By opening up our eyes to a genus of grasses under our feet that nature has produced through natural selection over ions of time here in Asia. The answer to improved play conditions, lower water use, lower fertilizer requirements and lowered-operating costs is fast coming from within the grass genus of Zoysia.

Zoysia grasses are indigenous, native grasses of East Asia and most everyone is familiar with the various commonly occurring species used here on golf courses for decades. These Asian natives thrive successfully all over East Asia in their coarse, natural state with secrets of low-light tolerance locked away in their DNA. But have you seen, touched and played upon the new, improved varieties that are now being planted in other parts of the world? Are you aware of the new, university bred Zoysia grasses whose parents are directly from Asia? Likely not.

Just why is it that the world outside of Asia is beating a path to new, improved Zoysia cultivars, while they remain absent here in Asia? Even the International Olympic Committee (IOC) picked one of this ‘new-breed’ for the 2016 games! So just where are these new progeny of Asian Zoysia grasses and when will they come to Asia?

While many ‘experts’ have sold and promoted a wide variety of grasses for golf courses in East Asia, very few have had a direct knowledge of developments over recent decades in a

Like the improved hybrids of Bermuda grass, these new Zoysia grasses are also improved: fine textured, faster growing, faster greening, disease resistant, stay greener for longer in

"The answer to improved play conditions, lower water use, low and lowered-operating costs is fast coming from within th

Dr. Milt Engelke in Texas to examine Zoysia grasses that he is licensing on behalf of Bladerunner Farms.

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northern latitudes and some make superb putting greens too.

They are absolutely Asian grasses that cannot be successfully attacked by Asian low-light climatology. Nature long ago adapted Zoysia to low-light conditions and we need to quickly repatriate these improved varieties of Asian grasses for Asia! But first every professional golf course manager in Asia must make an effort to now become better informed about these best grasses for Asia. The new “Asian Tiger” for the golf business will not be an emerging new national economy – it will be Super Zoysia.

“If you know the enemy and know yourself, you need not fear the result of a hundred battles. If you know yourself but not the enemy, for every victory gained you will also suffer a defeat. If you know neither the enemy nor yourself, you will succumb in every battle.” – General Sun Tzu Anyone who has had their livelihood dependent completely on producing golf play condition or sports field every day knows that the term ‘battle’ is most applicable to growing sports turfgrass! The stress for golf course and sports turf management practitioners is like combat fatigue too. Sun Tzu and every great and wise leader in Asia’s past knew that having the right, timely information and gaining a proper

understanding was essential to winning in any endeavor.

It is also this way in golf course management. Accepting that Zoysia grasses are the best grasses for Asia (that they genetically originated and are well adapted to Asia), then it is indispensable to understand everything about them. We must develop an expert’s grasp of these grasses. We must then start with an understanding of just how these Asian grasses were emigrated from Asia to be developed in a Western breeding program, exactly why this was done, and why has their return back to Asia been seriously impeded. Let’s start studying with a basic history of Zoysia as an essential primer.

History of Asian Zoysia Improvement Breeding If you are remotely familiar with agricultural breeding programs to develop new strains and hybrids of all crops, then you must first know that it is a tedious and lengthy process. Plant geneticists and breeders will spend an entire career lifetime to develop an improved plant for food, fiber or horticulture – and success is never assured. The same has been true in golf and turfgrass. Of course, even before the breeders can begin their hard work, plant explorers go out into all corners of the world to hunt for promising natural plants that can be selected as potential parental material for an extensive

wer fertilizer requirements he grass genus of Zoysia."

AUGUST 2014  44/45

TURF MATTERS ZOYSIA GRASS breeding program. Most of all currently cultivated crops of rice, wheat, corn and turfgrasses have gone through this process.

And it takes on the average of up to thirty years to successfully get a new grass into commercial use. I have been honored to meet and know many stalwart pioneers in turfgrass science who have now passed on. They left us the treasures of their lives with the grasses we all profit from today.

We’ve known for over two hundred years that Zoysia grasses are good ‘shade grasses’ and tolerate low light. The Zoysia grass genus in the West was named after Karl von Zois zu Laibach in 1801 by the famed German botanist Carl Ludwig Willdenow3. Zois (for which the genus Zoysia was named) was a wealthy, 18th century, amateur botanist from the old Slovenian region of Austria.

Zoysia japonica, commonly named ‘Japanese or Korean lawn grass,’ was first brought to North America in 1895 from the northern Chinese province of Manchuria. It is cold tolerant, but commonly has a coarse texture.

Dr. C. V. Piper first brought Zoysia matrella (called ‘Korai’ in Japan) from the Philippines to the United States shortly after the tragic Philippines-American War in 1905. Piper was a U.S. Department of Agriculture scientist and in the USA the grass was called ‘Manila grass’ after its native origin. He later wrote that it was a very common grass throughout the Philippines even to be found growing in saline conditions near the ocean – and that he thought it had tremendous potential as a useful lawn grass.

At about the same time that Piper had imported Z. matrella, to America, Dr. Frank N. Meyer collected and imported the first Zoysia japonica seed and material from Korea to the United States in 1906.

Golf course use of Zoysia grasses began in earnest around 1952 in the Mid-Atlantic area of the USA (in the temperature transition zone latitudes), when the efforts of the USGA Green Section began with the introduction of Meyer Zoysia (Z-52) for fairways (named for Dr. Frank N. Meyer, the plant explorer who had collected the first Korean native Zoysia seed and material in 1906). Dr. Fred Grau and the USGA Green Section Director Al Radko were the far-sighted leaders who then drove the initial efforts in America to further improve selections of Z. japonica for golf course use by supporting Dr. Ian Forbes, US Department of Agriculture, who developed the new selections.

Zoysia tenuifolia was the finest leafed of all the Zoysia species and began being used for putting surfaces. A project of Dr. Forbes efforts at the Coastal Plain Station, Tifton, Georgia resulted in a hybrid cross of Z. japonica X Z. tenuifolia that was

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named ‘Emerald.’ Emerald Zoysia soon became a popular selection in golf. Emerald had the vigor of a hybrid plus the best attributes of the two parents. Then in the 1960s, Dr. Victor Younger, University of California Riverside, along with Stan Spaulding developed an improved variety of Z. japonica at the South Coast Field Station in El Toro, California. Named ‘El Toro,’ this variety was very much like Meyer, but was also faster growing. Unfortunately it did not pan out as a putting green variety, but El Toro proved of good use in fairways and tees.

Then as the1970s closed with serious concerns over water consumption and chemical usage, the U.S. Department of Agriculture (USDA) joined cooperatively with key agricultural universities in the USA to initiate a national Zoysia breeding project with the objective of developing new grasses for environmental and golf business sustainability that would prove to be of greater significant importance today. This initial cooperative effort lead by the USDA was then joined in 1982 with additional major funding by the United States Golf Association (USGA) Green Section as it launched a reorganized and much better funded national USGA turfgrass research project in cooperation with the Golf Course Superintendents Association of America (GCSAA).

References: 3. Richard L. Duble. Zoysiagrass | Archives | Aggie Horticulture. 2014. Zoysiagrass | Archives | Aggie Horticulture. [ONLINE] Available at: http://aggie-horticulture.tamu.edu/archives/parsons/turf/publications/zoysia.html. [Accessed 14 July 2014].

4. James G. Prusa. USGA-GCSAA Coordinated Effort Means Successful Research Funding. 1988 USGA Green Section Record. [ONLINE] Available at: http://gsr.lib.msu.edu/1980s/1988/880308.pdf. [Accessed 16 July 2014].

As the chief operating officer of the GCSAA, I was privileged to join this effort as a member of the committee and we set two broad research goals in 1982 to: (1) reduce water use on golf courses by 50%, and (2) reduce maintenance costs on golf courses by 50%.

The USGA Research Committee was firmly focused on these goals for North America, Europe, Australia and other Western regions to include the development of modern Zoysia varieties.

Fundraising caught fire with the support of Arnold Palmer as the USGA Foundation Chairman and with golf clubs and GCSAA chapters all over the USA contributing large amounts of money4.

Personally, I was initially a bit skeptical about the benefit outcomes of the national Zoysia breeding project, but Dr. Jim Watson and Dr. Marv Ferguson along with Dr. Younger quickly convinced me that it offered great promise for both cold, northern climates and the hot southern USA. Quite frankly, back then we never gave serious thought to East Asia as a potential future user of the new grasses – in 1982 China had not even built its first modern golf course and Japan’s golf course boom was just beginning in earnest. But then again,

Asia was most importantly involved in the USA National Zoysia Breeding Project in a very significant way. After all, it was to Asia where a scientific expedition was funded and sent to explore for and collect promising Zoysia parent plant material that went into the national breeding project efforts. We sought Asian grasses to solve American problems back then, but this will soon prove to benefit Asia as a benefactor.

So in the early 1980s, Dr. Jack Murray, of the US Department of Agriculture, and Dr. Milt Engelke, of Texas A&M University, trekked off in an important expedition to explore for Zoysia in Korea, Taiwan and Japan to eventually return to the USA with over 1,000 promising genetic selections. Thus began the modern scientific breeding project to develop Zoysia grasses that is now close to thirty-five years old and continuing to branch out further with the likelihood that modern Asia has the greatest need for these new, native Asian grasses. Things have gone complete circle.

About ten years ago the initial experimental varieties of Z. matrella and some Z. japonica were approved for release to the turfgrass industry in North America. These were the first of many more to come including some excellent private

AUGUST 2014  46/47

TURF MATTERS ZOYSIA GRASS

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The 1984 USGA Turfgrass Research Committee visits Texas A&M to receive a progress report on the National Zoysia Breeding Project from Dr. Milt Engelke (speaking with back to camera). (This author is center holding camera)

AUGUST 2014  48/49

TURF MATTERS

NEXT ISSUE:

Repatriating New Asian Zoysia Grasses Back to Asia

ZOYSIA GRASS selections by sod growers. However, distribution to Asia was unavailable due to concerns by the genetic patent holders (university investors) regarding intellectual property rights (IPR). Many were concerned and had misperceptions about the possible ‘pirating’ in Asia of these new grasses after many millions of dollars had been invested in research for their breeding development. Thus, the distribution channels to Asia were blocked except for a very few grasses.

After many informal discussions by scientists from the University of Georgia and golf business people here in Asia, Dr. Milt Engelke suggested at a dinner in Thailand that an industry meeting should be held in Asia to bring people together in order to address perceived IPR concerns. With the support of Asian golf industry leaders and Mike Sebastian, the Chief Executive Officer of the Asia Pacific Golf Group (APGG), it was agreed that the Asia Pacific Golf Summit would host an IPR Symposium as an adjunct to the 2012 Summit that was held

Korea embarked on an eleven-day due diligence assessment tour to the United States of new Zoysia at major universities and golf courses in addition to a visit to Bladerunner Farms in San Antonio, Texas. Our Korean group visited Dr. Aaron J. Patton, Purdue University; Dr. Jack Fry, Kansas State University; and Dr. Ambika Chandra, Texas A&M University to examine scores of new Zoysia grasses first hand.

And the group then met up with Dr. Milt Engelke in Texas to examine Zoysia grasses that he is licensing on behalf of Bladerunner Farms. Bladerunner Farms is the master licensor of Z. matrella, var. ‘Zeon‘ and this ‘Super’ grass is now being planted on the new golf course in Brazil that will host the 2016 Olympic Games, with licensing being managed internationally

by Dr. Milt Engelke and his partner Arthur Milberger.

The SKY72 group returned to Asia impressed and confident that in these new Zoysia grasses lays the ideal solution to East

"The SKY72 group returned to Asia impressed and confident that in these new Zoysia grasses lays the ideal solution to East Asia’s low light climatology and that this progeny of Asian parent material will indeed be ‘Super’ grass for Asia." in Brunei. Sebastian’s support turned out to be a decisive decision to allow a gathering that demonstrated the sincerity of a broad representation of Asian nations to address IPR protections and it also informed influential attendees from the United States of the ongoing IPR enforcement efforts throughout Asia. Representatives attended from end-user golf courses, government agencies, USA universities, the distribution channels and segments from all aspects of the golf industry.

In sum, it resulted that everyone became more comfortable in opening up the distribution pipeline for genetic patent protected new cultivars and we are now on the cusp of seeing the initial licensing of new Zoysia ‘Super’ varieties for production and sale here in Asia. China, Thailand and Korea are the first production sites licensed and availability is close at hand.

This past May 2014, a group of senior managers from SKY72 in

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Asia’s low light climatology and that this progeny of Asian parent material will indeed be ‘Super’ grass for Asia.

The new Super Zoysia grasses are coming soon to Asia and there are many more improved Zoysia varieties and new hybrids in the pipeline that will follow over the next decade.

What will this mean in terms of improved golf play conditions, reduced water usage, reduced chemical fertilizer inputs, and lowered operating costs? How soon can we expect to see the new Zoysia sold to golf courses here in Asia? What exactly are these new Super grass varieties and what are their ranges of adaptability? What will it cost to obtain these grasses and how does one go about establishing them on new golf courses or converting from other species?

For the answers to these questions and much more please watch for the next revealing article on Asia’s future in this important series on Super Zoysia.

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GENERAL NEWS NICKLAUS DESIGN

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Jack's Beijing Club opens for business Nicklaus Club-Beijing has opened its doors, after Jack Nicklaus completed his new signature course. The entire An renovation Eco-Forest Trail project took over two years including a complete reconstruction of the 18-hole golf course, club house and facilities.

With the renovations now complete, the club has been transformed into a top golf course and club in the country's capital city. The longawaited project is Jack Nicklaus' first outside of the United States to be managed by the Nicklaus Companies, embracing the quality standards of the West. As a Membership by Invitation Only private club, Nicklaus Club-Beijing has emerged as the most sought-after membership in the city.

Located within Beijing city limits, Nicklaus Club-Beijing is a championship-style Jack Nicklaus Signature Golf Course measuring

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7,225 yards from the back tee boxes. The design is member-friendly, yet challenging enough to host tournament golf. Although Nicklaus Club-Beijing boasts world class golf facilities, the club is dedicated to providing a home away from home for its members. The club hosts a full calendar of events, including club tournaments and social events for all members to enjoy.

Nicklaus Club-Beijing has been met with enthusiastic member interest. The membership roster is nearly complete and the club anticipates creating a waiting list in the coming months.

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GENERAL NEWS CLUB MANAGERS ASSOCIATION OF AMERICA

NEW CEO ANNOUNCED FOR CMAA A new era is set to start at the Club Managers Association of America (CMAA) as Jeffrey D. Morgan assumes the office of chief executive officer with immediate effect.

The announcement was made official by the CMAA Board of Directors.

Jeff is an incredibly talented leader with extensive experience, vision, and expertise and an impeccable track record of leadership, financial skills, staff and membership development. Additionally, he brings excellent communication skills through his association work in the financial and insurance fields and has vast experience working with association chapters and certification credentials.

of predominantly publicly traded companies in the U.S. and throughout the world.

“We believe his fully engaged approach and extensive ideas will help us advance the profession of club management and continue to develop and promote high standards of professionalism, leadership, and education for many years to come,” said Damon J. DiOrio, CCM, CCE, president of the CMAA.

FIA represents futures commission merchants globally and IFM provides general education to anyone interested in exchange traded derivatives. Jeff was also senior vice president for the National Association of Professional Insurance Agents.

Jeff has most recently served as president and chief executive officer of the National Investor Relations Institute (NIRI), a professional association that provides research, professional development, networking and advocacy for financial communicators

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Prior to joining NIRI in 2008, he was chief operating officer of the Futures Industry Association (FIA) and executive vice president of the Institute for Financial Markets (IFM), an affiliate of the FIA.

The Board of Directors also expressed its deepest gratitude to Jim Singerling for his dedication and years of service to the association and the industry. “We are especially appreciative that Jim has agreed to serve in an advisory role to Jeff, as he builds on the strong foundation Jim and our CMAA staff has created,” DiOrio declared.

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GENERAL NEWS BERNHARD and COMPANY

BERNHARD MAKES PINEHURST LooK SHARP!

Who says that grinders don’t have an important role to play in preparing a course for a major international golf tournament? In fact, grinders are a necessary and integral and standard procedure of any golf course’s maintenance practice.

Ask the folks at Pinehurst Golf Resort and they’ll validate the importance of grinders. Just recently, this world renowned facility played host to back to back majors – the 2014 U.S. Men’s Open and the U.S. Ladies Open and the fairways and greens looked well cut and pristine. And all of this was primarily due to the use of the world’s finest blade sharpening systems for turf mowing equipment.

The company responsible for this is Bernhard and Company, a longtime company supplier to Pinehurst Golf Resort which owns six sets (Express Dual plus Anglemaster) of Bernhard Grinders to service its eight iconic courses, including the famed No. 2 layout. The resort relies on one set of 2000 series models, four sets of 3000 series models and one set of the 4000 series.

“Bernhard offers an enticing combination - sterling service standards and significant savings on maintenance costs,” according to Andy Caddell, Equipment Manager at Pinehurst.

“We’re honoured the maintenance team at Pinehurst trusts our Express Dual and Anglemaster machines to grind its mowing fleet,” said Steve Nixon, International Sales Manager for Bernhard. “Our 125 years of engineering and design expertise ensured the mowers had the sharpest blades possible during this unprecedented pairing of major championships.”

Bernhard’s Express Dual grinds reels without requiring disassembly of the mower. Its membrane touch control panel, speed loading system and automatic traverse guarantees rapid turnaround and improved work shop safety. The unique auto relief eliminates the need for lapping, producing a more accurate finish and reduced maintenance costs.

The company’s Anglemaster bed-knife grinder emphasizes speed and accuracy. Independent end-feed, a single-point advance and central-grind position make it the easiest-to-use bed-knife grinder on the market.

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