GOLF: A Game of Integrity

On April 12, 2024, the week of The Masters, I was informed by my representative at SiriusXM PGA TOUR channel that the PGA TOUR had instructed them to pull MMC’s radio spot immediately, deeming it as “detrimental to them.”

The ad was set to broadcast during the live coverage of the Masters on the SiriusXM PGA TOUR channel. It was thoughtfully crafted as an impassioned plea from MMC for sponsors’ assistance to grow the game by partnering with golf courses to acquire new players, consequently making the game more diverse, inclusive, and accessible, while growing the game. I aimed to bring attention to industry statistics likely unknown to listeners, underlining the pressing issues confronting the golf industry. At the time, it appeared as though the PGA TOUR preferred to keep their audience—which included Augusta National’s board and members, investors, sponsors, donors, and fans—sheltered from these facts.

This blatant act of censorship ignited a fire in my team and I, and we were determined to find the answer to the question—why? We struggled to understand why anyone may not have wanted us to promote inclusion, diversity, accessibility, and growth of the game, growth of golf courses and job security for golf professionals, which were the primary issues I had addressed in the radio spot.

Given that the PGA TOUR is a spin-off from the PGA of America, and the PGA of America represents nearly 30,000 golf professionals and have their members in over two-thirds of the golf facilities in the U.S., one might expect organizations like these and their affiliates to be keenly invested in growth initiatives that will advance their members’ careers, grow the businesses they represent, and grow the game. Moreover, the PGA TOUR and Augusta National are heavily reliant on sponsors and advertisers to support both the tour and the event, which means both entities have an obligation to their supporters to sell their products and services. Therefore, it stands to reason that they would be eager to know the facts or, at the very least, gain a fresh perspective on the current state of the industry.

Most of the tours, associations, and organizations in professional golf proudly waves their nonprofit banner, proclaiming their noble mission to be charitable champions. Their focus, they say, is on growing the game to improve the lives of their members and everyone else swinging a club in the industry. Their mission statements sound as sweet as a birdie on a par five, but sometimes they seem more like a tricky dogleg, leaving us wondering if we’re on the right course to truly make a difference. Everything you read or hear from the governing bodies’ propaganda machine revolves around statistics on how the game is growing. Yet, the largest and most influential organization in the industry seems reluctant to disclose the hard data. Executives from most tours and organizations are compensated primarily on growth, but they appear uninterested in hearing the true numbers. Is it possible this is because they cannot manipulate the numbers coming from a source they do not control? Perhaps, some industry executives are more concerned about how these facts might impact their compensation packages than about shielding the public from the truth?

This question gave me pause, prompting me to ask my team: “Why don’t we take a step back and examine the past two decades to assess, in quantitative terms, how much these executives and the governing bodies they represent have truly contributed to the growth of the game? Let’s see how those contributions align with their compensation packages. We should also evaluate whether the present and past, those who may have lost their business and/or job, owners, operators, superintendents, groundskeepers, managers, marketing staff, membership staff, bookkeepers, maintenance workers, counter staff, cart attendants, amateur players, and the countless others tirelessly working on the recreational side of the industry feel their (the executives employed by these institutions) contributions are reflected in their earnings. Furthermore, we should scrutinize the revenue generated by non-profit and for-profit businesses—because that is what they are—businesses, and determine how much of that revenue was derived directly or indirectly from the recreational side of golf, has been genuinely reinvested into growing the game.”

Engaging in this research—studying the financial affairs, business practices, and contributions of the “professional” side of golf relative to their returns—proved to be not only disproportionate and disappointing but also profoundly disheartening. In Chapter Two, titled “Monuments of Prosperity and Untaxed Wealth,” I will dissect the numbers from their tax filings to uncover where the revenue of these non-profit organizations truly flows. This analysis will allow you, the reader, to evaluate whether these institutions and their leaders are genuinely fulfilling their promises or if it’s merely a case of smoke and mirrors.

If you’re passionate about golf and enjoy reading captivating stories about this beloved sport, you will love this page turner. It offers a fresh perspective on golf, its industry, and leadership. Much like a thrilling Sherlock Holmes story, this book is filled with interesting characters like an executive jet-setting across the globe to negotiate discreet deals, forging alliances with influential Middle Eastern partners, assembling billion dollar investment groups, and struggling to hold on to power by selling tickets to the Titanic, reminding you of a Bernie Madoff scheme—except this is no Hollywood script or fictional novel; this is the riveting true story of the game and industry we all love—GOLF.

Within these pages, you’ll delve into the dark side of “professional” golf and the business practices most of the governing bodies’ leadership would prefer to keep under wraps because it is so unbecoming of anyone representing such a prestigious sport, most of all, the leadership. This book unveils an intense dynamic of the sport and the industry, revealing a drama that could rival any soap opera. Within the sport and industry lies a whirlwind of turmoil and power struggles that make it seem like a reality show where the stakes are as high as a perfectly lofted shot. Picture this: key players jumping ship for the allure of hefty paydays, secret deals hashed out in smoke-filled back rooms to keep the top talent from wandering astray, and the ever-so-slight whiff of ranking manipulation to ensure total control over players’ careers and earning potential. It’s like a game of chess played on a golf course, with billions of dollars being flaunted as if they were just spare golf balls. The result? A display of total authority and dominance that makes you wonder if the real competition isn’t on the greens, but in the boardrooms. Who knew the genteel golf industry could have more twists and turns than a winding fairway?

In Chapter Three, titled “Monopolistic or Synergistic,” I will explore this complex landscape. I’ll connect the dots to help you determine whether the PGA and its numerous spin-offs and closely knit alliances, though legally separate, operate as a single monopolistic entity in the golf industry, or if they are indeed acting independently in a synergistic manner.

The LIV Golf drama is merely the visible tip of an iceberg, with a vast 90% lurking beneath the surface that should concern everyone in the industry. This hidden portion encompasses serious issues such as allegations of antitrust violations/monopolization, greed, cronyism, censorship, data manipulation, accounting fraud, intellectual property theft, propaganda, exclusion, class discrimination, elitism, and racism. In Chapter Four, “Bad Press and the Propaganda Machine,” I delve into these topics with unrestrained detail, shedding light on the complexities that often go unnoticed.

I’m Chuck Thompson, and I am President and CEO of MMC. At MMC, we’re a bona fide performance-based company, where our compensation hinges solely on our success, delivering tangible results supported by real, money-spending golfers and concrete sales receipts—not empty promises and exaggerated claims. Since late 2005, we have been successfully acquiring customers/golfers for golf courses focusing our efforts on engaging Casual and Non-golfers through our No-risk, Self-funding golfer acquisition marketing campaigns. Over the past two decades, MMC has been directly accountable for more than one-third of the industry’s growth in golfer acquisition and player participation. I have previously authored two books on the golf industry—GOLF: The Untapped Market and EGO: Edging Golf Out—and this is my third book, GOLF: A Game of Integrity or A Game of Monopoly—You Decide. My work has always been driven by the belief that golf has an immense capability to elevate one’s self-esteem, socio-economic status, unite people and strengthen communities. Because of this belief in golf’s ability to enrich every life, I’m determined to introduce as many people to the game as humanly possible.

In EGO: Edging Golf Out, I wrote a note to the readers which read as follows:

“Note: This book delves into sensitive subjects, and the nonfiction stories shared are intended solely as fables from which valuable lessons can be learned. As the saying goes, “Any fool can learn from experience, but it takes a wise person to learn from other people’s experiences.” To preserve the integrity of the lessons and avoid any unintended embarrassment, the names of individuals and facilities will not be disclosed throughout this book, except for my team and I. Anonymity will be maintained to ensure the focus remains on the insights and knowledge imparted.”

This book also tackles sensitive topics, and the nonfiction stories included are meant to serve as fables from which important lessons can be drawn. Unfortunately, in this book, I can’t guarantee anonymity for all individuals, as I’m not the original creator of much of the content. A large portion of the book is based on multiple media outlets, court records, public records including documents such as tax returns, interviews with executives associated with some of these governing bodies, countless conversations with multiple attorneys who have intimate knowledge of the behind-the-scenes workings of these organizations, their manipulation tactics, as well as their legal maneuvering, interviews with some of the top reporters covering golf, as well as numerous other sources. As I stated earlier, I will be citing the sources of my information to give credence to the validity of the narrative.

The titles of my books are designed to provoke thought—GOLF: The Untapped Market, originally subtitled, Why the Pros are Failing to Grow the Game, revealed critical insights for many in the industry with the primary aim to equip owners and operators with the essential tools and resources to grow their businesses effectively. EGO: Edging Golf Out, shared valuable lessons on introspection and personal growth, aimed at elevating the golf professional’s career and enhancing the sport’s development. Continuing this trend, this, my third book, offers an engaging look at the professional side of golf and examines its profound influence on the recreational side of the game. It aims to inspire and educate the leadership of the golf industry’s governing bodies by highlighting how professional golf is fundamentally built upon and reliant on recreational golf for its growth and sustainability, fostering hope for a thriving future in the golf industry for everyone involved. Rest assured, this book, like my previous works, maintains respect for all individuals and organizations, upholding honesty, and is dedicated solely to advancing the game and enriching golf courses.

In my earlier books, I adopted a politically correct approach to avoid offending anyone. However, my attempts to prompt acknowledgment of the significant challenges facing golf were largely unsuccessful. Consequently, I have decided to write this book candidly, presenting the facts based on the in-depth research my team and I have conducted over the past year, alongside nearly two decades of hands-on experience in the golf industry, working closely with golf courses to keep them vibrant.

Previously, I relied on memory and experience to write, unable to provide citations because it would have been unwieldy. The knowledge I prefer to share stems from countless conversations and experiences that have shaped my business philosophy over decades of continuous education and working with more than one thousand businesses, owners, operators and their staff throughout my forty-three-year career in growing businesses.

However, for this book, I am taking a different approach. I must stress that I have never closely followed the PGA TOUR, the PGA of America, the Ladies Professional Golf Association (LPGA), the United States Golf Association (USGA), the National Golf Course Owners Association (NGCOA), the National Golf Foundation (NGF), Augusta National, Club Management Association of America (CMAA), DP World Tour, Golf Course Superintendents Association of America (GCSAA), The Royal and Ancient Golf Club of St Andrews (The R&A), World Golf Foundation (WGF), or any other of the large organizations, corporations nor any of the touring golfers for that matter. Nor have I studied or involved myself with the intricacies of the politics of the golf industry. My understanding stems mainly from general conversations and hands-on experiences in the field, with a sole emphasis on the recreational aspect of the game. Consequently, I’m not well-versed in the professional aspect, which has necessitated thorough research for this book. You will notice citations throughout, as my insights now incorporate documented information.

As we all know, the internet is rife with misinformation. While I will do my very best to present only data and facts, most of the information contained in this book will reflect the findings of others, and to the extent those findings are in error or are subject to other interpretations, those deficiencies may carry forward into this book. My aim is not to criticize or diminish anyone’s contributions but to highlight areas for improvement while respecting everyone’s role in the golf industry. By doing so, I hope to provide a balanced and informed perspective that can contribute to ongoing discussions about the future of golf.

In GOLF: The Untapped Market, I explained why the golf industry faces challenges and discussed how the lack of education in player acquisition, customer development (not to be confused with “player development”) and more importantly, customer identification and classification has hindered growth. In EGO: Edging Golf Out, I explored how egos and unwelcoming atmospheres deter participation. These insights reveal some of the reasons behind the industry’s stagnation and loss of players. Both books offer sustainable solutions to sustainable growth—be it personal, within your business, or throughout your career.

The fact of the matter is, people are disinclined to frequent places where they feel unwelcomed. Sadly, the focus is often misdirected, e.g., changing the aspects of the game, diverting attention from the real problems within the golf industry and its leadership.

In this book, GOLF: A Game of Integrity, I will pull back the iron curtain on the tours, major organizations, and their leaders revealing how they too, whether conscientiously or unconscientiously, have played their part in the decline of the game and industry, and provide workable solutions to change the stereotype and perception of golf being seen as “a monopolized, rich, middle-aged, white man’s sport, fraught with misogyny, prejudice, racism, cronyism, and elitism” to a vision of diversity, accessibility and inclusivity: “GOLF: It’s Everyone’s Game!”

I explored the significant influence that professional golf has on the industry as a whole, particularly on its recreational counterpart, examining both the positive and negative aspects. In doing so, GOLF: A Game of Integrity highlights the considerable power that the leadership of professional golf’s governing bodies wields over recreational golf. This influence, both beneficial and detrimental, is pivotal in shaping the game’s development and growth. For the game to experience real growth, not just a slow recovery over decades, the governing bodies must step up and contribute their fair share to the effort. You’ll find the details on exactly how I propose we, as an industry, make that happen, as well as the core of The GIEG strategy for unprecedented growth, in Chapter Seven, aptly titled “Paying It Forward for Prosperity.”

With the support of just 1-6 Diamond Sponsor(s), I propose we launch a new foundation, the Golf It’s Everyone’s Game (GIEG) Foundation. This foundation will be driven by a growth initiative that has been successfully market-tested, helping over 500 golf course businesses flourish. The initiative can be easily tailored to meet the unique needs of any owner or operator. Our GIEG growth initiative aims to increase player acquisition, player participation, player development, and player retention by ten million golfers over the next five years using MMC’s No-risk, Self-funding golfer acquisition campaigns targeting Casual and Non-golfers and permanently reshape the image of golf to “GOLF: It’s Everyone’s Game!”

As a united force in the industry, we can and must completely eliminate any lingering stereotypes and past perceptions of the industry and/or its leadership, and imprint a fresh perspective in every mind promoting one powerful message that encompasses everything: “GOLF: It’s Everyone’s Game!” I believe this vision aligns perfectly with the best interests of the sport, and I am wholeheartedly committed to putting in the necessary work to launch the GIEG Foundation as soon as possible. As detailed in Chapter Eight, titled “The Mulligan,” the GIEG Foundation and its team will concentrate on one primary objective: growing the game by making it more diverse, accessible, and inclusive.

Undeniably, I have mixed feelings about this book. All of my books had mostly focused on the positive aspects of the golf industry and although this book too will maintain a hopeful and positive outlook for the future of the game, it is essential to reveal and address certain challenges that lie beneath the surface. By doing so, my take on the state of the industry will make sense to the readers and inspire prospective sponsors to take action. The way I have written this book runs counter to some extent to my usual approach, as I have always preferred to focus on positivity, I am an eternal optimist and I know the best is yet to come.

Despite the carefully crafted fairy tale we’re often told, the non-spin, non-propagated facts paints a different picture. The game of golf isn’t growing; it’s more like it’s gingerly tiptoeing back to its feet. And that’s only if you conveniently ignore the population boom of recent years. Throughout this book, I’ll unveil the hard truth using the very tax filings of the companies loudly proclaiming the industry’s growth. Spoiler alert: those filings reveal massive losses that the public is blissfully unaware of. It turns out, these losses—and let me remind you, massive losses are the antithesis to growth—are cleverly concealed behind the propagated tales of the industry’s enormous growth. Both sides of the game, the recreational as well as the professional side of golf are feeling the pinch, while executives and a few privileged course owners seem to be living in an alternate reality. They’re spinning this web of data to pad their own wallets, as if they’ve found a way to turn a triple bogey into an eagle. Meanwhile, those course owners with pockets deep enough to outlast their competitors’ demise are the only ones not feeling the heat. It’s a classic case of “do as we say, not as we do,” where the real winners are those who can survive the longest in this high-stakes game of survival of the fittest—on and off the fairway.

Let’s clear the air (preferably the fresh air of a golf course) about what “growing the game” truly means to me. It’s not about virtual golf simulators or fancy apps that claim to improve your swing, while you lounge on the couch. Although, these are growing sectors within the industry and do contribute to the industry’s expansion. Though, true growth of the game happens when new golfers step onto the green, ready to tackle a nine-hole or eighteen-hole round with a club in hand and the sun on their backs. True expansion is also seen when participation at local courses swells, with more golfers playing those same nine-hole and eighteen-hole rounds, breathing in the crisp air, and maybe even dodging the occasional wayward squirrel. And let’s not forget the ultimate sign of growth: a rise in the number of golf courses sprouting up across the U.S., meeting the demand of new and existing golfers ready to tackle those nine or eighteen holes, again, outside, with a club, and yes, in the fresh air. When these three benchmarks are hit, that’s when we’ll see the game—and everything tied to it—truly flourish. From businesses and charitable contributions to tours, associations, and the careers of golf pros everywhere, we’ll have a growing industry.

In 2005, the industry boasted approximately 20,000 18-hole “golf courses”—I use quotes here deliberately, as the governing bodies have now strategically shifted to categorizing these as “golf facilities” to obscure the significant decline in actual golf courses. Today, the category “golf facilities” encompasses a broad spectrum of golf-related businesses like driving ranges, golf simulators, and golf academies, deliberately padding the numbers so their propaganda machine can say that the U.S. now has over 15,000 golf facilities.

Moreover, the reported number of rounds being played is mathematically impossible given the actual number of golf courses in the US, unless perhaps they’re counting the simulator rounds and rounds played by kids’ thumbs? Their definition of “Rounds Played” has also been subjected to manipulation, now including fewer holes rather than the traditional 18. Does this mean that if you take your five-year-old out and they drop a golf ball on the course, it counts as another round played? What happened to the standard of a round being defined as completing eighteen holes?

Lastly, when you crunch the numbers, the golf industry still falls short by almost 4 million golfers—now referred to as “players”, which, once again, is an attempt to inflate the stats by including gamers and others—compared to our peak of around 30 million golfers who actually played golf on a golf course. Thus, any claims about the game’s growth are, at best, a stretch of the truth.

When you read reports like the LA Times’ coverage of people selling tee times on the black market, it’s a direct result of golf course closures creating scarcity in certain markets—not growth. I predicted this, and even addressed this fact briefly in my previous book, EGO: Edging Golf Out and even cited an NGF article reiterating my point. Even with the new verbiage and the figure of 15,000 golf “facilities,” we’re still witnessing a decline of about 5,000 facilities. Looking at the real numbers, the deficit is closer to 7,200 actual golf courses. It has also been reported that 1 in every 3 Americans over age 6 is “engaging with the sport in some way”—what exactly does that mean? Are they counting everyone who’s ever worn a polo shirt or khakis? This kind of creative accounting puts a whole new spin on statistics—this is not reliable data—THIS IS PROPAGANDA! As I stated, I touched on this in EGO: Edging Golf Out and delve deeper into this data manipulation here in GOLF: A Game of Integrity.

Throughout all three of my books, I’ve emphasized the importance of growing the game of golf, golf course businesses, and golf careers while providing sustainable solutions. For instance, in GOLF: The Untapped Market, I explored numerous strategies for owners and operators to grow their businesses by attracting players from new segments, such as Casual and Non-golfers. Until the release of my book, the most common strategy for many operators—and for some, it still is—was to poach golfers from their competitors. This approach to growing a business is unsustainable. Recycling golfers isn’t a growth strategy. The MMC approach not only grows owners’ business and the game but also, it benefits the careers of those involved in the industry.

In EGO: Edging Golf Out, I provided a roadmap for growing the game, golf course businesses and careers by focusing on personal and professional development. Meanwhile, in this book, GOLF: A Game of Integrity, I explore how the industry’s governing bodies can propel the game forward, boost golf businesses, and enhance careers. By sponsoring the GIEG Foundation and collaborating on a comprehensive growth initiative, they can expand viewership and increase ticket sales, all while redefining the game as “GOLF: It’s Everyone’s Game!”

This inclusive approach of the GOLF: It’s Everyone’s Game growth initiative seeks to engage everyone in the industry, from the grassroots/recreational golf to the top levels/professional golf, converging on a shared goal—to grow the game.

On a side note, I offer an unsolicited yet pragmatic approach to resolving the ongoing drama between LIV Golf and the PGA TOUR. Our deep dive into this matter has uncovered a striking deficiency—an absence of common sense. In Chapter Five, titled “Difficult Terrain,” I highlight how this saga is inflicting considerable damage on both the game and the industry, and it demands an immediate resolution to prevent further detriment to the sport. An outsider’s fresh perspective, unclouded by personal stakes or biases, can be invaluable when egos become entwined in negotiations. Pride (hubris) often obstruct logical and analytical thinking. Addressing the challenges facing “professional” golf doesn’t necessitate vast sums of money and years of bad publicity; it simply calls for a dose of common sense. In fact, my entire business philosophy is built on a common-sense approach.

While I anticipate pushback from some in the industry who may find the content of this book offensive, I am hopeful that everyone will set aside their egos and resentments. My intention is merely to present the facts, as it appears that, despite the rhetoric, no one in the governing bodies’ leadership truly cares to address the closures of thousands of golf courses, the tens of thousands of jobs lost in the industry, and the millions of potential golfers waiting to be engaged.  I will explore these issues in Chapter Six, titled “Tokenism.”

I truly care and am determined to take action. However, I can’t do it alone—I need help. Having witnessed the glory days of golf in the 1990s, I’m absolutely positive that we can surpass those heights if we pool our resources and move beyond just lip service. I’m committed to doing whatever it takes to achieve this, even if it means shedding light on some uncomfortable truths in the industry. I am dedicated to assisting owners, operators, and golf professionals in growing their businesses and careers. If the industry does not evolve, it will dissolve.

As my team and I delved into the business operations of professional golf, we quickly realized we’d uncovered a complex web. While each organization demonstrates sound business practices in some areas, it also seemed that they were employing some questionable tactics as well. It became clear that a single book couldn’t cover the full scope, so I’ve strategically focused on the issues most critical to growing the game. What began as a single book exploring the connection between professional and recreational golf may just turn into a series—the depth of the subject demands it.

This deep dive into these organizations isn’t about dwelling on challenges. Rather, it’s about highlighting best practices, responsible brand management, and developing viable solutions to grow the game. Together, we can grow the game by making it more accessible, diverse, and inclusive, all while upholding its fundamental integrity and protecting the very essence of what makes golf special.

Enjoy the read.