To start, let’s shift job roles slightly to see a golf course owner’s problems from a different angle. Adjust your perspective as a golf course owner to that of the factory owner. As a factory owner of 9, 18 or 27 IDLE industrial production machines (relate those numbers to a golf course) … no revenue is generated when those machines sit IDLE without any product being chunked out.

From the factory owner’s perspective one can see that when the factory has idle machines, revenue is not generated. No machines forming products means lost revenue and a missed opportunity for the factory owner to improve top line growth and net profit.

The same dilemma model applies to golf course owners --- no customers standing ready for play at the tee box --- means no revenue for top line growth for the golf course owner nor any chance for an increase in net profit.

As the factory owner has to get improved production numbers from the IDLE machines for revenue growth so must the golf course owner get more players to the golf course and the tee box.

This exercise is a simplistic analogy to emphasize a point ----- and, generally, an example outside one's specialty area helps drive home a point when viewed in a different light. This exercise may assist the golf course owner to critically think as to how to approach, and look at alternative ways to improve or remove troublesome challenges in bringing new customers to the golf course.

As the factory owner has to get more sales to move the IDLE machines to a production status for improving cash flow, so does the golf course owner have to examine alternatives to reduce IDLE time at their “tee box” factory in order to “make the cash register ring” with new revenue and increased profit from a new base of customers.