SLRG Founder and President Jon Last was named to Golf Inc.’s list of top golf industry consultants and advisors. See what they had to say about it
Whether helping to revitalize slumping membership, rescuing struggling F&B operations or guiding course owners through complex financial transitions, these outstanding consultants have made a difference for their clients.
An adviser is a trusted source in any sector and a true gem in the golf industry.
When facing management challenges, considering facility renovations or thinking about selling a course, owners and operators often seek the insight of consultants with knowledge and expertise in those areas.
Consultants can offer lifelines to deal with new technology, develop customized marketing to gain and retain members, determine valuations and assist with acquisitions. They can also share research that helps understand the dynamics of consumer attitudes and behaviors and develop winning plans to help courses thrive.
That’s the power of a good adviser.
To determine this year’s list of leading advisers, Golf Inc. surveyed readers about their experiences working with industry consultants. We narrowed the list to 18 standouts who received significant praise for their work.
Jon Last
Founder & President, Sports & Leisure Research Group
With more than 25 years of management experience, Last is also versed in marketing and strategic planning. He runs a full-service marketing research consulting firm based in New York.
The past year has been a particularly invigorating one, as Last and his team continue to study macro level pulsing of leisure consumer and golfer attitudes, perspectives and behaviors to provide custom research for owners, operators, resort developers and industry organizations. Last said his company’s research is always focused on enabling clients to better understand the stakeholder mindset so as to leverage it into operating and marketing strategies that cut through the hyperbole and help move a business forward.
“It’s an important time to keep that focus, because while the industry has been enjoying flush times, there are enough economic headwinds that behoove stakeholders to look carefully at their specific situation and competitive environment,” he said. “We’re past the age where national norms are enough to inform a business that is increasingly hyper-local.”