1. EXECUTIVE SUMMARY

This Executive Summary proffers rejuvenating the sport of golf by shifting from an individual Tour format to a Club Team-based format, whilst retaining the individual playing component, akin to other competitive sports.

This change aims to globalise and modernise the game by addressing key issues such as Finance, Gender, Players, barriers to entry and Club Equity. This will also include the less fortunate and or under privileged, along with creating a format for national representation.

It seeks to create new opportunities through Wealth Creation and thereby position Golf Clubs as fundamental stakeholders rather than merely facility providers to paid members/ players.

Proposal	Goals	Challenges Addressed	Opportunities
Reviving Golf by transitioning to a team format while retaining individual play within a team format	Globalise and modernise the game by introducing a new League format run by Golf Clubs as a Team	Finance, Gender Equity, Player Equity, Club Equity, Under-Privileged, Reduce barriers to entry for Golf, National Representation for a Golf World Cup, Stability via sustainability	New Investor Capital (Hedge Funds, Private Equity, Pension Funds, Sports Investors, Individual Investors etc), Wealth Creation, Impact Investment, Golf Clubs to become fundamental/ key stakeholders and bring exponential growth within the game locally, nationally and globally. Making Golf the largest and biggest sporting spectacle in the World.

 

2. INTRODUCTION

While Golf is highly regarded as an individual sport through the Tour format, it encounters structural challenges at the Youth, Club and local levels. By transitioning the format from individual to team-based, there is a potential to significantly transform the game.

Given the lack of growth due to disenfranchisement, this change is now Warranted to save & grow Golf.

This shift would focus more on the Club rather than just the individual Player. While retaining the key ingredient of the individual Player. By centralising the Club’s role, it would boost the Sports monetisation through Marketing, Sales, Endorsements, Club Sponsors, Promotions, GDP (economic) Growth, including the commercial rights holdings etc, therefore increasing the impact investment value within Golf for all the Stakeholders.

Current Format	Proposed Change	Focus	Benefits
Tour format for Individual Golf Players	Team-based competition for both Genders of Golf Players in abridged shotgun start format (similar to Texas scramble)	Clubs compete with each other in a Team Format	Creating Fans for the Clubs (whilst retaining the fanbase for the Players), Increased monetisation Marketing, Sales, Endorsements, Promotions, GDP Growth, Commercial Rights, greater Impact Investment value

3. CURRENT GAME VIA THE MEDIUM OF TOUR STRUCTURE

Currently the game’s structure emphasises the individual player competes through the Tour Model against other competitor Players. In such a model, Golf Clubs have ZERO to very little equity in the game. This format naturally allocates majority of the GDP output towards the Tour Operator, rather than the club. The Player receives a much smaller amount from the Prize Purse.

Consequently this model is unsustainable long term for the game as clubs receive minimal revenue from endorsements, marketing, and prize money compared to players, due to the limited association between players and clubs.

There can be no doubt, Golf Clubs are the holy grail of Golf. If there are no Golf Clubs, then sadly there would be no Golf game in the future. It is the Golf Clubs that provide the foundational embryonic bedrock to the Golfers we all see today competing against each other in the various Tours around the world.

The current structure of Tour tournaments is focused on individual players competing for personal achievements in the Tour formats. This approach often results in Golf Clubs being less involved and receiving limited revenue.

Consequently, Clubs survival mechanism is to depend on membership fees and ancillary sales to maintain their operations, which typically supports only basic functions rather than generating significant income.

A restructuring of this system would enable Clubs to increase their revenue and contribute more effectively to the sport’s economic value. This value will make the game sustainable, including shifting the burden upon the Golf Clubs to create and curate the Golfers of tomorrow. This will include Golfers from the less fortunate and or the underprivileged backgrounds.

This change would help expand the game, provide opportunities based on merit, ensure fair access for underprivileged individuals, and create numerous new stable and sustainable jobs within the industry.

Aspect	Details
Focus	Retaining Individual player via the Club Team Model as supposed to Tour. Creating Club Fans. Abridged Gender, whilst remaining detached, competing format for players.
GDP Output	Directed towards Clubs rather than the Tour Operators. This will allow for re-investment Capital back into the game via Direct Impact Investment.
Current Club Revenue	Minimal from endorsements, marketing, and prize money. Clubs are currently surviving on weak footings of little Investments.
Player-Club Association	Weak
Club Reliance	Membership fees and ancillary sales
Current Structure	Focus on individual players competing for personal glory via Tour format.
Impact on Clubs on current formats	Sidelined, limited revenue, basic survival via memberships.
Restructuring Benefits	More revenue for clubs, increase the sport’s GDP, grow the game, merit-based opportunities, create new stable and sustainable jobs.

4. ISSUES WITHIN THE EXISTING COMPETING STRUCTURE

It is important to recognise that an individual player may not have the same interest in reinvesting in the game as a whole.

In contrast, a Golf Club will reinvest in its long-term sustainability and longevity, which ultimately contributes to the overall prosperity of the Game. This includes future talent from all backgrounds.

There is an observation that previous attempts at similar initiatives have not yielded successful results. An analysis of existing golf structures, such as county golf and club championships, shows that while efforts have been undertaken, the concept and or execution has not been fully realised.

This often occurs because attempts have concentrated on integrating supplementary models within existing individual play structures, which can introduce additional obstacles and challenges.

One reason for these past attempts is the recognition of the paramount need for growth opportunities within the game. However, there remains uncertainty about what changes should be made to improve current structures.

Although previous attempts may not have succeeded, the effort clearly indicates a sacrosanct need for change within the Game. Change promotes Growth, enhances Revenue, and contributes to Wealth Creation and Prosperity, as well as recognition of the Sport. 

Aspect	Details
Player’s Interest	Not interested in reinvesting in the game as a whole.
Club’s Interest	Reinvests in the longevity and sustainability of the Club, inter-alia benefiting long term prosperity of the game
Challenges	Attempts focused on creating addendum models within existing individual play structures
Reason for Past Attempts	Recognising the paramount need to grow the game for survival and generating new interest. There is a primary recognition that change is required, but what change? That is what no one has been able to fully grasp.
Uncertainty	What adjustments should be made to improve current structures, hence various tours and defragmentation.
Need for Change	Effort shows significant need for change in the Sport so Golf can grow.
Benefits of Change	Fosters Growth, increases Revenue, leads to Wealth creation, Prosperity. A opportune chance to become the largest Sport in the World by virtue of Fans, Spectators, GDP

 

5. EXISTING COMPETITION PLAYING METHOD

The current competitive playing format involves various Tour Operators and Major Championships, such as the PGA Tour (Professional Golf Association), Liv Tour, European Tours, DP World Tour, Augusta Championship, US Opens and the British Open, to name a few.

In these competitions, players must first qualify by making the cut. They then participate in a series of matches over several days. The player with the lowest score at the end of the tournament receives the prize money and recognition.

Following this, they move on to the next competition, which takes place at another global location. There is no specific recognition for the Golf Club. Moreover this format is unsustainable for majority of the players, their loved ones and in particular, their finances.

Competition	Examples	Format	Outcome	Recognition
Tour Operators and Major Championships	PGA Tour, Augusta Championship, US Open, British Open	Players must make the cut and play a series of matches over several days	Player with the lowest score wins the prize money	No recognition for the Club. Only for the Player

 

6. PROPOSED COMPETITION PLAYING METHOD

To grasp the proposed playing structure, consider sports like football (soccer) and Formula 1. These sporting contests use an annual championship model whereby individual events contribute to a overall/ amalgamated point system. This approach ultimately decides the seasonal champion at the end of the championship.

In contrast, Golf currently lacks such a setup. Prizes and awards are given to individual players based on match play after each tournament.

The proposed methodology for Golf will integrate effective components from football and Formula 1 to develop a novel competition model. This approach redistributes some emphasis from Individual Players to Golf Clubs, while still recognising personal achievements within this proposed framework.

This adjustment is anticipated to encourage Impact Investment, resulting in substantial economic benefits. Unlike the current Tour model, where investors are severely limited to purchase multiple and or substantial shares in the Game, albeit select Golf Players (via a Club contract) to compete beyond their own self-serving singular interest, and not plural. A Golf Club Team setting would enable Investors to hold shares in both Players and Golf Clubs.

The revised setup will incorporate elements of both football’s (soccer) league system and Formula 1’s annual championship format. Golf Clubs will engage in weekly matches akin to those in football (soccer) leagues and will be ranked based on their performance. At the conclusion of the year, Champions for both Golf Clubs and individual Players will be recognised in a manner consistent with Formula 1 and Football’s approach.

Team formats in Golf have long been established, exemplified by events such as the Ryder Cup, Texas Scramble, and now the Liv Tour, which incorporate team-based play. However, these formats have yet to include Women as participants with men, competing at the same ‘Air Time’. This model utilises abridge system, which will change that and create Equal Growth Opportunities for everyone involved.

Sport	Current Model	Proposed Model	Benefits	Examples of Team Formats
Football (Soccer)	Annual championship, league system	N/A	N/A	N/A
Formula 1	Annual championship, point system	N/A	N/A	N/A
Golf	Individual match play via a Tour model tournament-based	Take inspiration from Football’s league system and Formula 1’s annual Championship and combine into one.	Foster Impact Investment, increased GDP with greater Economic benefits, Investors can own shares in Players and Clubs	Ryder Cup, Texas Scramble, Liv Tour

7. CURRENT GAME PLAYING RULES

Currently the game is played and scored in 2 methods; 1. on a Gross Shot Scoring method, i.e. every shot taken by the player is counted, and therefore a player with the lowest shots wins the match. The other is based on points, known as Stableford Points.

The Stableford Points method is similar to the Gross Shot method, but instead of solely counting shots, a Player is awarded points per hole. The points are awarded as such:-

1 Point: Bogey

2 Points: Par

3 Points: Birdie

4 Points: Eagle

5 Points: Albatross  

Therefore the Player with the most points wins the Match.

8. REVISED/ PROPOSED NATIONAL AND INTERNATIONAL PLAYING METHOD

The Team Matches will be conducted using the Stableford Points system. Similar to Formula 1. This is where each driver competes individually and is awarded points based on their finished position at the conclusion of each race. These points are equally fed into the team Championship, which then contribute to the overall team score.

Each golf player in a team will play as an individual. Their points will also contribute to the team’s total allocation. Consequently, there will be three Championships running concurrently with one another.

1. Club
2. Men
3. Women

Event	Details
System	Stableford Points
Comparison	Similar to Formula 1 and Football (soccer)
Individual Play	Each golf player will play as an individual
Team Contribution	Individual points amalgamate to contribute to team’s total points
Champions	Golf Club, Men, Women

 

9. IMPACT INVESTMENT

By adopting proven models from other sports, we can develop an innovative Golfing Formula.

Golf is poised to reach unprecedented popularity, surpassing most team sports globally. It is a globally recognised game played everywhere, from South America to China, Japan, Australia and beyond. It also has a long playing age before a player would retire from the Game.

This game format is inclusive of all genders, allowing multiple teams to participate in the same match simultaneously on the same course. Unlike other sports such as American football, soccer, baseball, hockey, cricket, or rugby, which do not support three teams playing together or mixed-gender competition. This game facilitates these features, in a single game, it is possible to achieve different outcomes from one, two, or even three simultaneous results.

Feature	Details
Proven Models	Adopting from other sports
Golf Popularity	If adopted, it will surpass most team sports globally
Global Recognition	Played everywhere, from South America to Australia unlike other Sports. Golf has a Global edge on this USP
Age Range	Long age playing range
Gender Accommodation	All genders can play
Team Play	Multiple teams can play the same match simultaneously
Comparison with Other Sports	Unlike American football, soccer, baseball, hockey, cricket, rugby. No other sport is alike
Simultaneous Results	3 outcomes running concurrently for 3 championship results:- Team, Men, Women

In summary, the following will represent the value generated as a direct result of an Impact Investment:

1. Multiple New Revenue Streams
2. Creating a new trajectory for the Longevity of the Game in a sustainable method.
3. New Audience from, Young, Middle and Old, including creating new group Audiences such as Family Audience as a whole. This will also include Club streaming channels for matches on platforms such as Netflix, Amazon Prime, Disney+, YouTube.
4. Gender Bridging and Equality.
5. Duel singular Gender Competition(s).
6. New National and International Commercial Rights Holdings which would lead to an explosion of new Capital, including individual and collective streaming.
7. New Opportunities for Young talent to come through harnessing academies for easy Career Planning and Mapping.
8. A greater GDP Output by the Game (as per 6 above, this will create an explosion of new Capital for the Clubs).
9. New Legacy Creation (sponsorship on team kits, sponsorships on holes, selling a hole to a sponsor for a term/ season etc)
10. Wealth Creation

 

10. PROPOSED GOLF TEAM/ GAME STRUCTURE

The team playing method is well-established and regularly played at local club levels, including inter-club and county competitions. This includes the Ryder Cup between America and Europe.

The proposed team playing format would be as such:

1. As there are 18 holes on a course, there would be an 18 player team. Which could consist of 9 men and 9 women.
2. 3 or 4 clubs play each other on a Weekly Game/ Match play format, and they are paired in Groups of 3 or 4 players per group.
3. 18 groups go out on each Tee box [1 to 18], and the play starts as a shot gun start (A Shot Gun start is when all the players tee-off at the same time from their appointed tee’s).
4. Once play is finished the Players are awarded their respective points per hole, and then those points are fed into the 3 league tables (Club, Men, Women).
5. 3 trophies/ medals are handed out at the end of each game for top 3 finishers, which will be part of end of club/player presentation 1. Winning Team, 2. Winning Male Player, 3. Winning Female Player, similar to Formula 1.

Team Size	Men	Women	Clubs Competing	Player Grouping	Start Type	Points Awarded	League Tables	Trophies Awarded
18 players	9	9	3 to 4	Threes or fours	Shotgun start	Per hole	Club, Men, Women	Club Male Female

Reorganising the game in this way establishes a similar League like the Super Bowl League-Based Championship model.

This approach enables clubs, in addition to players, to achieve acknowledgment. As a result, both the club’s name and the players’ names are documented in the historical records.

Beyond the explanation of Impact Investment provided above, this revised structure will deliver substantial and enduring economic advantages for the Golf Clubs, compared to the existing inadequate revenue model, especially for the lower-tier clubs.

In the long term, this system will continuously produce skilled professionals annually, who can be employed by the game. This fosters a sustainable and prosperous perpetual livelihood model, with significant local and regional economic benefits. Additionally, this model contributes to stable and sustainable family structures for the players. It offers dynamic advantages for both Clubs and players alike.

This revised system aims to provide a unique experience, unparalleled in the world of sports. Golf is widely recognised as a sport with universal appeal, making it possible for this new system to achieve significant global reach. In time becoming the largest and greatest sporting spectacle in the world.

11. FINANCIALS

Similar to other team sports leagues, there would be equivalent Golf Leagues, ranging from the Golf Premier League through to Division 4.

Each league would consist from 30 to 50 clubs. Assuming each club initially attracts no more than 30,000 fee-paying spectators per week (although it is potentially closer to 100,000 since Golf spectators are not limited by stadium capacity constraints, which affect most sporting venues), the financial projections are as follows:-

[For illustration purposes only]

1. SPECTATOR CLUB REVENUE:- 30k spectator tickets x £20 per ticket = £600k per week.
2. GROSS LEAGUE REVENUE:- £600k [Avg] x 40 Clubs = £24m per week. This is just an indication for United Kingdom.

The provided information does not include broadcasting rights, commercial rights, advertisements, endorsements, and other revenue streams across various countries or platforms. It is simply a basic and minimal example of revenue specific to clubs within a UK model.

12. MARKETING EFFECT/ GLOBAL REACH OF A GOLF TEAM/LEAGUE SYSTEM

Similar to Formula 1, every available space can be utilised as an advertising or sponsorship opportunity. To demonstrate the financial potential of marketing in this manner, consider how drivers’ race suits in Formula 1 and football player’s shirts are used for Sponsors and Advertisers. Clubs would have the ability to sell these spaces to sponsors and advertisers.

This approach would engage current golf equipment manufacturers who could exclusively provide kits for clubs. Additionally, a club could set up advertising boards along the course or secure exclusive sponsorship for specific holes from major companies, among other advertising and marketing strategies for generating income, including flag/ pin sponsorships, golf ball sponsorships etc. 

13. GOVERNING BODY/ COUNCIL

As pioneers of this model, we will oversee the Championship model through the Federation Internationale de Golf Council (FIGC).

Each country will be licensed under an FIGC-approved National Golf Administration. These National Golf Administrations will then govern their respective territorial Golf Leagues and Clubs under a licensing model.

These Governing Councils or bodies will manage the entire model in a hierarchical structure, encompassing league systems at National, Continental and International levels. This framework aims to facilitate the establishment of a Country-based Golf World Cup Tournament in the future, which would designate a country World Champion, as well as Male and Female World Champions. This event could be held every three years.

14. REVENUE AND POLICING MODEL

Once the Governance is in place, we do the following to maintain control over everything:-

All players participating in the League Championship must be approved and licensed by the Governing Council, for which an annual membership fee will be required.

1. All Clubs that wish to Participate in the in the League Championship, must also pay a fee and enrol to compete in that year’s championship (not necessarily now but at a later stage).
2. All contracts signed by clubs for sponsors or sports merchandise must receive approval from FIGC. Additionally, FIGC takes a nominal percentage fee from the deal, which typically ranges from 1% to 9%, or another specified rate.
3. Television/ streaming broadcasting rights are granted by FIGC, which will also receive all associated revenue. This revenue will then be distributed to the competing clubs as their proportioned share of the broadcasting income
   
   

15. PLAN OF ACTION
For this Revised Proposal to take effect it would require the following steps:-

1. Bring Clubs on board that will compete in a League based system weekly.
2. Those clubs will need to recruit Players that will and can play on a regular weekly basis.

Those clubs will most definitely need some form of external investment, and this would be an opportunity for Investors with deep pockets to purchase and or invest in clubs via bidding.

 

16. EXECUTION/ TRIALLING

This approach could be tested in the UK initially, and if successful, it could be implemented globally. Each country’s national league would be licensed by the Governing Council, which would generate recurring revenue from clubs, broadcasting/ streaming rights, sponsorship deals, and other sources.

17. CRITICISM/ CHALLENGES

Currently, the Golf Tour promoters are fragmented among major Tour operators who are engaged in various disputes, some of which are litigous. This situation has led to a decline in fan interest and global following, including television viewership.

Consequently, the existing tour models are becoming less sustainable for themselves and Golf Players alike.

Furthermore, this fragmentation has hindered the growth of the sport for a substantial period. Prominent players such as Tiger Woods, Rory McIlroy, and Phil Mickelson have expressed differing opinions on the matter. Several key figures have sought to exert control over the sport; however, their influence has limited Golf and in reality, only affects a small portion of the sport’s overall potential value in terms of ‘Impact Investment’.

The true intrinsic value of Golf remains untapped and has yet to be fully realised, where exponential growth can be fully realised and released.

The objective should be to encourage key power-brokers to become major stakeholders in this new FIGC model and then license the competition from that perspective. This approach will eliminate power struggles among them, foster cohesion among all parties, including players, and re-ignite fan interest, thereby increasing the fan base.

Additionally, exploring new territories by promoting the game will expand its reach. This will naturally manifest into a greater GDP for the Sport. This strategy will provide limitless opportunities for new capital, including human capital, to enter the game.

As a result, the game has the potential to achieve unprecedented growth and become a Premier Global Sporting event for Men, Women and most importantly Golf Clubs in a more cohesive format.

18. NEXT STEPS……

1. The key power brokers need to come together and quash their disputes.
2. Form a consortium with various Stakeholder Capitalist to buy various Golf Clubs around the world, under the FIGC [territorial] Golf Administration.
3. FIGC creates a Global Market place for all the Golf Players.
4. Pursuant to 1 above; Buy the current Golf Players out of their contracts, or release them, without any penalties and or negative consequences.
5. Golf Clubs bid for the Golf Players.
6. A Golf Club will create a team of 18 Players (9 male and 9 female)
7. FIGC-GA would create various leagues consisting of 30-50 clubs.
8. Golf Clubs can now compete under a FIGC [territorial] GA approved format.