When Bruce Gerlander first arrived at Walt Disney World Golf in 2016, he encountered a program that made him skeptical. The Players Club subscription plan was priced at just $29 per month and included free range balls, free daily golf clinics and a $15 cart fee for golf in the afternoon. His initial reaction was that Disney was practically giving away the farm.
“My initial thought was that we were giving far too much value to the price we were charging,” Gerlander recalls.
But as the PGA of America General Manager studied the program more closely, he discovered what he now calls his “One Great Idea” — a subscription model that would revolutionize how Disney Golf approached off-peak revenue and customer loyalty.
Gerlander’s journey to this revelation began decades earlier as a 13-year-old caddie at a public golf course in Bridgeport, Connecticut, carrying a single bag for $5 plus a hot dog and Coke at the turn. From there, Gerlander entered the PGA apprentice program at Innisbrook Resort in the 1980s, working under PGA of America Golf Professional Jay Overton. He spent five years grinding his way up — starting in the bag room during busy seasons and eventually running the entire golf operation as director. The work paid off. He picked up industry recognition and landed bigger roles at Sandestin Resort, where he became vice president of resort services, then moved to Orange County National Golf Club & Lodge.
Today, Gerlander oversees operations for four golf courses at the Walt Disney World Resort through a unique partnership with Arnold Palmer Golf Management. The property includes three 18-hole courses — The Palm, The Magnolia and Lake Buena Vista — plus the nine-hole walking-only Oak Trail course that hosts afternoon footgolf four days per week. The facility also features three practice ranges, two golf shops, two quick-serve snack bars and six beverage carts.
The courses carry significant golf history. When Walt Disney World opened in 1971, the resort hosted a PGA TOUR event on the Palm and Magnolia courses to generate attention. The tournament continued annually through 2011, representing one of the longest runs of an event at the same property in tour history. Jack Nicklaus won the first three events, and subsequent winners included Tiger Woods, Davis Love III, Vijay Singh, Payne Stewart, Ray Floyd, Luke Donald, Hal Sutton, Larry Nelson and Lanny Wadkins.
But it was the seemingly modest Players Club subscription program that would become Gerlander’s breakthrough insight into modern golf operations. As he analyzed the program’s impact, several key benefits emerged that transformed his initial skepticism into enthusiastic advocacy.
First, the subscription model provided predictable monthly revenue regardless of weather conditions or seasonal fluctuations.
“We enjoyed a nice base number of ‘dues’ each month, regardless of the weather or time of the year,” Gerlander explains. This steady cash flow created financial stability that traditional daily fee operations often struggle to achieve.”
Second, the program eliminated the need for constant marketing efforts to fill off-peak tee times. Rather than purchasing advertisements or sending email blasts to their entire database trying to sell slower periods, the subscription model created built-in demand for these traditionally difficult-to-fill slots.
Recognizing the program’s potential, Gerlander evolved the original single-tier offering into a sophisticated three-tier system with escalating benefits based on pricing levels. This modification significantly increased both subscriber count and monthly revenue collection. The enhanced structure allowed Disney Golf to fill many more gaps in its tee sheet through carefully structured programs.
The new system included a one-hour window walk-up rate, prime morning tee times at higher rates based on controlled availability and a late afternoon standard offering that maintained the original $15 rate. Depending on their selected tier, subscribers received guest passes, retail discounts and exclusive access to special tournaments and events reserved only for pass holders.
The results exceeded expectations. Disney Golf created a substantial base of monthly revenue, established built-in demand for off-peak times and increased customer loyalty that captured more rounds from regular players. The subscription model transformed occasional visitors into committed community members with a vested interest in the facility’s success.
Gerlander’s approach demonstrates how traditional golf operations can adapt subscription economy principles to address persistent industry challenges. By shifting focus from individual transaction optimization to long-term relationship building, the Players Club created value for both the facility and its members.
The program’s success also reflects Gerlander’s broader philosophy about golf management. “I see every day as an opportunity to be curious, to learn, to grow and improve who I am and what I do,” he says. This mindset of continuous improvement and willingness to challenge initial assumptions enabled him to recognize the subscription program’s true potential.
For golf professionals managing daily fee operations, Gerlander’s experience offers a compelling case study in innovative revenue generation. The subscription model addresses multiple operational challenges simultaneously: revenue predictability, marketing efficiency, customer retention and off-peak utilization.
The Disney Golf Players Club demonstrates that sometimes the most transformative ideas aren’t the flashiest innovations, but rather the thoughtful application of proven business models to golf’s unique challenges. By embracing subscription principles while maintaining the quality and service standards expected at a world-class resort, Gerlander created a sustainable competitive advantage that benefits both the operation and its customers.
As the golf industry continues evolving to meet changing consumer preferences and economic pressures, Gerlander’s “One Great Idea” provides a roadmap for facilities seeking to build stronger, more profitable relationships with their customers while solving the persistent challenge of off-peak revenue generation.