GOLF IMPRESARIO – INDUSTRY VETERAN PATRICK BOWERS
Life is in transition for industry veteran Patrick Bowers. As he moves from the high-flying executive instrumental in developing Laguna National Golf Resort Club and the adjacent Dusit Thani Laguna Hotel to running his own golf-related consultancy business, he is embracing “semi-retirement” the only way he knows how – full speed ahead.
WHAT HAVE YOU BEEN UP TO SINCE COMPLETING THE LAGUNA NATIONAL GOLF RESORT CLUB AND DUSIT THANI LAGUNA PROJECT?
Transitioning from my corporate role at Laguna and in the golf and sports management industry in general, to starting my own company and moving into semi-retirement has been an incredibly rewarding journey over the past five years. One of the most significant advantages of this transition is the autonomy it provides. This flexibility has allowed me to focus on work that I am passionate about and to maintain a balance that suits my lifestyle and goals. It also allowed me to achieve one of my long-term life goals which was to be in a position to “retire” by the age of 50.
HOW HAS VANTAGE POINTE DEVELOPED SINCE IT BEGAN?
The most significant change since I founded the company has been the positive industry recognition we’ve garnered. We’ve worked diligently to build a strong brand identity, which has helped transition us from my previous corporate affiliations. I am particularly focused on maintaining the highest standards of quality and fostering enjoyable collaborations in whatever projects and clients we choose to take on, rather than prioritising size and turnover. This approach, though it might seem unconventional, aligns with my belief that hard work, excellent performance, and strong relationships naturally lead to opportunities.
GOLF CLUB MEMBERSHIP PRICES HAVE SKYROCKETED SINCE THE PANDEMIC. HOW DO YOU SEE THE PRICES OF CLUBS PANNING OUT OVER THE NEXT FEW YEARS?
The Singapore market is perhaps one of the most unique in the world when it comes to memberships. The market has always been somewhat confounding in that one would naturally think as leases wind down, prices should fall. But on the other hand, we know that scarcity will generally drive prices up and it seems that this factor, along with two others, the pandemic induced interest in golf and significant foreign money coming into Singapore has resulted in these skyrocketing prices you reference. Adding to the uniqueness of the situation is the ownership structures here which range from member owned, to government linked to proprietor owned. So I expect some divergence in prices in the next four to five years as its revealed which courses may not have their leases extended beyond 2030 (and which clubs may only be left with one course instead of two in instances where their course leases are not aligned to the same termination date), which clubs are willing to make capital investment to embark on rejuvenation and which clubs lose the confidence of their membership base and potential future market. Therefore, I think some club’s membership prices will remain high and desirable, and others will likely come to reflect market forces more accurately.
WHAT IS YOUR ROLE AT THE PORSCHE SINGAPORE CLASSIC AND WHAT MAKES LAGUNA NATIONAL SUCH A GOOD VENUE FOR THE TOURNAMENT?
One of the key advantages of my long tenure in the sports management industry is the strong relationships and trust I have built over the years. These relationships have been instrumental in securing Vantage Pointe’s role as the long-term event delivery partner for the Porsche Singapore Classic. Drawing on my connections within the DP World Tour (formerly the European Tour) and the PGA Tour, I oversee the event as the Executive Championship Director.
Laguna National, and Dusit Thani, is an outstanding venue for the tournament, thanks to its unwavering commitment to championship golf in Singapore and the five-star resort being right on site. The significant redevelopment and facility enhancements, which I had the privilege to be involved with, were strategically designed to host international championships. It’s gratifying to see these efforts come to fruition.
The Porsche Singapore Classic is now recognised as one of quality and class and enjoyable events on the DP World Tour. This reputation comes from the attention to detail and uniqueness we look to infuse in the staging, the luxurious Dusit Thani resort on-site, and the challenging yet fairly redesigned Classic Course.
Being able to deliver Porsche as a long-term partner and reintroducing the DP World Tour to Singapore after a nine-year hiatus has been a highlight for both myself and Vantage Pointe.
WHAT WAS YOUR INVOLVEMENT WITH TOPGOLF IN THAILAND?
In my role as a strategic advisor for Topgolf, I had the privilege of helping establish their golf- specific setup at the venue and fostering strategic relationships within the industry in the region. My involvement encompassed various aspects of the golf experience, including the introduction of this innovative venue to the area. Additionally, I played a key role in guiding the establishment of their golf academy and overseeing the design and implementation of their impressive 18-hole putting course and practice green, known as “The Puttyard.” Topgolf SEA and Topgolf Thailand boast an exceptional team with expertise in franchising, hospitality, food and beverage, real estate development, and construction. Our contribution was to provide subject matter expertise in golf and industry best practices, along with a deep understanding of the regional golf landscape.
Topgolf Jakarta will open soon and construction is well underway and looking great. Stay tuned for other exciting announcements from them in the future and in the region as they have an aggressive mandate to bring more venues to Southeast Asia.
I believe Topgolf is so successful because it makes the game accessible and enjoyable for everyone, eliminating any intimidation associated with traditional golf. The combination of great food and beverages, outstanding customer service, and a strong emphasis on entertainment and fun creates an inviting atmosphere. Additionally, the affordable pricing ensures that the experience is within reach for most budgets, making it a standout choice for a wide range of customers.
AS A VETERAN OF THE CLUB INDUSTRY WITH YOUR EXPERIENCES, WHAT KIND OF MODEL DO YOU THINK WORKS BEST WITH REGARDS TO GOLF CLUB MEMBERSHIPS?
In my experience, the most successful golf club membership models are those that offer a range of flexible options, provide added value through diverse amenities, foster a strong community, maintain high-quality facilities, and increasingly leverage technology, and include global reciprocity.
Offering a variety of membership tiers is crucial, accommodating different levels of engagement and financial commitment. Members also appreciate added value in their memberships, and can include access to premium facilities like spas, fitness centers, and dining options, as well as exclusive events and tournaments. The integration of amenities beyond golf enhances the overall membership experience.
Community and social engagement are critical and the reason many people look to join a club. Building a strong sense of community is vital. Clubs that foster social interaction through member-only events, leagues, and networking opportunities create a loyal and engaged membership base. This also encourages a welcoming atmosphere for new members.
Of course, the quality of the golf experience should never be overlooked. Ensuring top-notch course maintenance and investing in continuous improvements to the golf facilities is essential. Members are more likely to stay committed if the core offering, golf, remains exceptional.
As far as embracing new and innovative technologies The best clubs embrace innovative technologies, utilising it to streamline operations and enhance member experience. This may include online booking systems, mobile apps for managing memberships, and digital communication channels for updates and engagement.
HOW DO YOU THINK GOLF CLUBS IN SINGAPORE CAN DO BETTER WITH THEIR MANAGEMENT, BRANDING AND MEMBER SATISFACTION?
With regards to management, they should be open to exploring management talent with global experience, whether this be qualified Singaporeans who have gone abroad for education and on the job training or the recruitment of international managers, and then to retain them on contracts which extend beyond the tenure of the boards, thus providing both stability and long term planning which is in the best interest of the clubs. I have also long been an advocate of having club management operations included in local institutions of higher learning here so that it serves the important purpose of not only providing a pathway for educating Singaporean talent in the club industry, but also helps to removes any stigma associated with making a career commitment to the service industry.
As an extension of “management” I also feel it would be beneficial for clubs to implement a system of board renewal that is based around the concept of replacing one-third of the board every two years, rather than the system most clubs here use now which is to either renew the full board every two years, or in some cases completely houseclean and have a full new board on the same timelines. This would allow more a more modernised approach to planning and strategies needed for long term plans, club renovations and the projected financial commitments to achieve these goals.
With regards to branding, it is my opinion that it should be highly personalized to the specific club and thoughtfully articulated. For example, one club may want to position themselves based upon exclusivity, while others may want to take up the mantle of the city’s most family friendly club. We have seen successful examples of this with Sentosa Golf Club and their global recognition for their sustainability philosophy or Laguna National’s approach to international tourism by the introduction of an on-site luxury international hotel brand.
And finally, with regards to membership satisfaction, a topic that was previously very close to my heart and still relevant now that I am in the role of a “member” myself, I think it’s easy to articulate, but more challenging to deliver. It’s essential to focus on personalised experiences, superior service, and continuous improvement. Clubs need to regularly gather and analyse member feedback through surveys and informal conversations to understand their needs and preferences. They then need to act, to enhance facilities and amenities based on this feedback, ensuring they meet high standards. On the softer side, clubs need to commit to organising diverse events and activities that cater to different interests and skill levels. They also need to maintain open communication channels and provide timely updates on club developments.
HOW DO YOU SEE THE FUTURE OF GOLF IN ASIA?
There is so much happening in the game these days from the competition on the various tours, to the resurgence in facility development and not the least of which is the incredible uptick in interest in the game from the younger generation.
I believe there is a significant opportunity for both the golf and entertainment industries to capitalise on the current surge in golf’s popularity. To sustain this enthusiasm, we must move beyond conventional methods and embrace innovative approaches to engaging new audiences.
Influencers on Instagram are interested in fashion and travel associated with golf, not a 400-page rule book. Newcomers to the game want to have their Bluetooth speaker on their golf carts. Venues like Topgolf with great food and drinks and stress-free gamification go a long way to demonstrate that socializing and gameplay that stray from the traditional.
At the Porsche Singapore Classic we talk a lot about the constituency of those who are “interested but intimidated” in golf, and so we try to offer a multi-pronged strategy of highlighting not only the world class traditional competition, which remains an anchor and important, but also add the nexus of joie de vivre, fashion, food and entertainment under our banner of “Our Game. Our Style” to try to deliver on this promise.
The way Asia and SEA can capitalize on this is to leverage on their unique position sitting outside the traditional development pathways of the game. They are not saddled with centuries of tradition that is difficult for their establishment to move away from for fear of alienating a large part of their base. Entrepreneurs and developers in Asia are often willing to move quickly and introduce new and trendy concepts, and in my experience, in general, are able to be less influenced by tired traditions and more willing to take some risk to be on the cutting edge.
Having said all of that, and having been a PGA Professional now for 30-plus years, the tradition and roots of the game are very dear to me. A balance which is required between innovative ideas and cultivating the traditions of a game. This is why I feel that one of the greatest challenges that exists in Asia still today (and I have spent the last 24 years working internationally around the region and witnessed this) is that “access” to golf clubs/ equipment/playing remains elusive for 99 per cent of the population in this region, which ultimately deprives so many people from experiencing the game many of us know and love. I think that is one of the major drivers of why all of these alternative options are growing in popularity – access!
IN THIS STAGE OF YOUR CAREER, WHAT ARE YOUR GOALS?
That is a wonderful question. I founded Vantage Pointe on the premise that there would hopefully be value to clients and collaborators in utilising the years of institutional knowledge gathered from having been involved with golf developments, events, sports management and clients across 50-plus countries and five continents and to make this knowledge available for them to draw upon – and I think that still remains my goal to this day – to seek out and share these experiences with those who see and respect value in that. That is fun…that’s not work!
WHAT INSPIRES YOU TO GET UP AND GET GOING THESE DAYS?
I think this is where we hopefully evolve positively as human beings in this regard. It used to be extrinsic things that got me fired up…the paycheck, the new title, the next shiny new toy, etc. Today for me inspiration is primarily intrinsic – experiencing the beautiful destinations of the world side by side with my wife, the satisfaction of job well done with my little company’s name on it, taking my dog for a walk, benchmarking at best in class events or developments around the world and conceptualising how we might deliver this in our own unique way, watching my niece and nephew hit their first golf balls, a celebratory meal after a job well done with my close knit team and our international colleagues…that is what it’s all about now for me and what inspires me. Of course…that doesn’t ever mean I will lose my passion for cars and gadgets!
