“Scarcity” may not seem like a positive word on the surface, but in terms of golf shop merchandising, it can mean the difference between a ho-hum product mix and an elevated presentation that increases revenues and member interest.
The strategy involves limiting availability of a product to add to its perceived value, creating a sense of urgency among members and guests to make a quick purchase – or “get it before it’s gone.” This can include limited product runs or offers, unique logos, flash sales and other special retail events or anything else that plays on the consumer’s fear of missing out (FOMO).
“Scarcity drives sales. Customers see these items front and center with a higher price tag and a supply that’s not very large, and it adds a coolness factor, not only regarding that piece but the whole golf shop,” says Jim Raymond, PGA, Head Professional at Kingsley (Michigan) Club near Traverse City. “We’re not just bringing in a run-of-the-mill blue striped polo. We try to bring in one to two different hard and soft goods items in a small way to get people to talk about the brand while not hitting them over the head.”
Raymond has worked with a number of large and small accessories and headwear companies, bringing in as few as six or as many as 24 pieces and presenting them as a collection. Winston Collection did a one-off piece celebrating one of Kingsley Club’s golf holes that was quickly sold out, and he has also done well with smaller collections from Dormie Workshop, whose high-end price points make them appealing to a tiny subset of customers. One Dormie headcover with a limited run of 24 – and a price tag of $250 – “was not for everyone,” he says, but the piece created a buzz that brought more people into the golf shop.
Raymond has also brought in limited collections from Field Day, whose line can be too fashion-forward for some Midwesterners. “But if we bring in a few pieces and start some conversations, it’s a positive,” he says. “Not everyone is going to wear a cardigan, so you have one as a merchandising piece that’s going to tell a story. The uniqueness, scarcity and lack of units encourage people to make that buying decision.”
Closer to home, the Kingsley staff has also worked with Campfire Clubs out of nearby Suttons Bay, Michigan, which specializes in making hickory golf putters, or what Raymond calls “golf clubs with a story behind them,” as well as replica welcome signs and trophies. “They’re a unique brand central to where we are, and we like supporting local businesses and brands so we’re not just working with companies that mass produce things, but companies with some ownership,” he explains.
In terms of revenues, these unique items have increased sales in the Kingsley shop between 15 and 25 percent each year, Raymond says, adding, “We’re selling more items and doing more special orders, and anyone we talk to coming in and out looks forward to the buying experience and clubhouse vibe as much as the golf course.”
According to Golf Operations Manager Haley Smith, The Philadelphia Cricket Club in Flourtown, Pennsylvania, creates a sense of urgency in the golf shop through what she calls an intentional “one-and-done” merchandising model. New product arrives every 15 days, but each delivery is brought in only once for the season. She never rebuys or repeats specific styles – especially in the polo category – so when something catches a member’s eye, they know it’s a limited opportunity.
“Once it sells through, it’s gone. That built-in scarcity naturally drives quicker purchasing decisions,” she says.
Smith balances this “curated scarcity” with a strong sense of flexibility through a robust special-order program. Because the shop’s square footage limits what can physically be shown, special ordering gives members access to entire vendor lines without the pressure of commitment.
“If a member orders something and decides it’s not for them, we simply return it or place it into stock,” she says. “It’s a model my dad (PGA of America Director of Golf Jim Smith Jr.) likes to call the ‘Zappos of golf shops,’ and it allows us to keep the sales floor fresh and focused while still offering virtually unlimited choice behind the scenes.”
To complement both strategies, Philadelphia Cricket Club also runs a monthly flash sale program that amps up urgency even further. For three days each month, members have access to a curated selection from brands not carried in the shop. Smith describes it as a short window, a completely new product mix and a “when it’s gone, it’s gone” scenario – all of which drive immediate engagement. Members know it’s their chance to explore something different, receive special pricing and shop outside the regular assortment without waiting for the next season’s buy.
“Together, these three layers – limited-run product, unlimited special ordering and high-energy flash sales – create a retail environment that feels dynamic, exclusive and always moving,” she adds. “Members learn quickly that hesitation often means missing out, and that sense of timely opportunity fuels strong participation across all of our programs.”
Benji Boyter, PGA of America Membership Director/Sales at Pinehurst (North Carolina) Resort, has long been a fan of the urgency strategy. When he was the merchandiser/buyer at Sea Pines Resort in Hilton Head Island, South Carolina, he once used Instagram and Facebook to sell 11 pairs of Nike Air Jordan XI shoes in 41 minutes, enjoying similar success with products from adidas, FootJoy and Scotty Cameron. He has since employed this strategy at Pinehurst in the First Day of Spring (FDOS) and First Day of Fall (FDOF) events, which have specific logos for Pinehurst’s par-3 course called The Cradle.
“We launch these logos on products ranging from apparel and headwear to bags and accessories, always on the true first day of the season. We’re in our fifth year of doing this, and the sales show no signs of slowing down,” Boyter says. “Our goal is for the products to have a shelf life of 60-75 days, but many items sell out both in-store and online within just a few days.”
He works with all of Pinehurst’s major vendors on this, including Titleist, Peter Millar and FootJoy, as well as L2, Levelwear and Swannies, a first-time addition in 2025 that saw 100 percent sell-through. All told, sales for the two events reached $200,000 at 92 percent sell-through last year.
In September, the resort launched the Titleist Shop at Pinehurst, a collaborative fitting and retail space offering custom Scotty Cameron headcovers available only at Pinehurst and only with the purchase of a Scotty Cameron putter, as well as custom bag, headwear and accessory options – also available only at Pinehurst.
“We sold through our initial order of custom headcovers in just under two months and are currently working on artwork for the cover to be launched in 2026,” Boyter says. “Roughly 85 percent of putter purchases resulted in an additional one – and sometimes two – headcover purchases, which turns a sale of nearly $500 into a sale of nearly $800.”
To create a sense of exclusivity at River Bend Club in Great Falls, Virginia, Merchandiser Leigh Redlus, AGM, uses trunk shows in the spring, summer and fall, with last year’s lineup including Williams Athletic Club, A. Putnam and The Bubble. The events are typically attended by 40 to 50 women, generating $10,000 - $15,000 each with an average of 2.2 items per transaction, and providing a nice boost to River Bend’s annual revenues.
“The allure of trunk shows lies in their exclusivity. These events feature collections that are not available in the golf shop, creating a sense of urgency among members to make purchases,” she says. “The notion that these meticulously curated items will not be readily accessible once the trunk show concludes encourages swift decision making, as members are motivated by the fear of missing out. This urgency fosters an environment where I can observe firsthand how members gravitate toward particular pieces and styles, providing invaluable insights into consumer behavior that transcends mere sales figures.”
According to Redus, outfitting influencers/ members can also play a pivotal role in cultivating a sense of urgency in the retail landscape, particularly in niche markets like golf. “By strategically showcasing curated outfits and styling through various digital platforms, these influencers not only elevate brand visibility but also instill a fear of missing out among their followers,” she says. “Their authentic endorsements and visually compelling content create aspirational experiences that resonate deeply with golf enthusiasts.”
Also in the area of special programs and events, NCR Country Club in Kettering, Ohio, uses a thank-you card program to create a sense of urgency among the membership. Each month, the staff runs a comprehensive report detailing all golf equipment purchases made by members, who then receive a handwritten note expressing appreciation for their support of the golf shop and reaffirming the shop’s commitment to providing professional, friendly service at competitive prices. Inside each card is a special coupon – good for 30 percent off any in-stock piece of apparel, but the shop is willing to extend that discount across most categories, including headwear, footwear and accessories.
“To encourage timely use, each coupon carries an expiration window of roughly four to eight weeks, depending on the season and our short-term merchandising goals,” PGA of America Master Professional/Director of Golf Rob Karnes says. “This gentle sense of urgency has proven highly effective: More than 75 percent of coupons are redeemed before they expire. When needed, we’re happy to offer flexibility, but most members take advantage promptly without requesting an extension.”
Karnes goes on to say the program, which brings in approximately $25,000 annually, not only strengthens member relationships through personal acknowledgment and gratitude but also drives incremental sales by motivating return visits, adding, “It’s a simple gesture with an outsized impact, combining hospitality, smart retail strategy and genuine appreciation into one highly successful touchpoint.”
