By Jennifer Munro
Ah spring, when the corporate heart turns to reveries of golf. It’s that time of year when the burning questions in corporate boardrooms and sales offices all over America become, “Where will we hold our next corporate golf outing?” Who should we invite as our guests?” And perhaps most critically, “How do we justify this to our accountants?”
Well, maybe that isn’t the most important topic under discussion, but it certainly is on the agenda, and for good reason. The consolidation of business since 9/11 and the more serious scrutiny of business motives and decisions have brought new considerations to the golf outings that companies have long relied upon to entertain and reward their key employees and clients.
While investing in good relationships and generating appreciation and loyalty is certainly worthwhile, the universal acceptance of the golf outing as a corporate strategy is being challenged. Sure, the accounting department has always cast a suspicious eye on the event, but now the questioning is coming from other directions as well, and there is a greater emphasis on return on investment.
New challenges presented by the traditional golf outing
Because the golf outing has been so widely accepted, “everyone” is doing it— that means these special events are competing for their valued invitees’ attention. Many time-challenged corporate decision makers may receive three or four invitations for the same date. As a result, they may send someone in their place who really cannot make the decisions that the host company needs. Furthermore, a feeling of entitlement may replace the feeling of appreciation. In these cases, the host firm experiences expense but no return.
The challenge, then, is to make your event one that the attendees remember and hope to be invited to again and again. Smart companies know that their products sell better when they provide real value to the customer; and they know that events sell better when they do something for the guest that makes a difference in their lives.
A key strategy is to combine the golf experience with other meaningful and memorable activities. Sales meetings that provide selling strategies and golf instruction, for example, reward good salespeople with enhanced golf skills, while teaching them to identify the buying strategies of others while playing golf with clients.
To solve the challenge of varying levels of player expertise (neither capable nor inexperienced golfers enjoy scrambles), smart companies provide opportunities for immediate improvement. Instruction for the tentative golfers puts them at ease prior to the event, gives them confidence and perspective and allows them to have a good time while enhancing their skills. More seasoned players also welcome the opportunity to learn a few new tricks.
The most valuable programs weave good strategic planning skills, goal setting, leadership and management development, hiring and retention, conflict resolution and dozens of other timely business issues through the great game of golf. These value adds can strengthen relationships and fortify loyalty, help grow the business, put the accounting department at ease and help everyone involved have a terrific time.
These AMA seminars provide further insights into this topic:
Author Bio: Jennifer Munro is president of Corporate Sales for Golf Digest School and the Eaglevision Performance Solutions corporate program. She has over 20 years’ experience working as a consultant, trainer and facilitator with C-level executives, managers and salespeople. For more information, e-mail her at jmunro@eaglevisiongroup.com or visit www.eaglevisiongroup.com.
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