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Heath Barnett

Episode 40: The Mobile Commerce Platform that’s Redefining the Golf Industry, with Heath Barnett

Heath Barnett graduated from Texas State in 2013 with a degree in Finance. He started off trading financial derivatives for Oil and Gas and then joined a pipeline construction company, Rapid Pipeline Services, as the Chief Financial Officer. After a successful career in Oil and Gas, Heath joined Accenture and their Transaction Services Team. His team was responsible for less than 3% of the transactional volume but represented almost 50% of the company’s transactional value. After Accenture, He started his own company, Partake Technologies Inc., known as Partake, which is a mobile commerce platform that connects golf courses with their customers to provide an on-demand omnichannel shopping experience. He is an advisor for multiple other start-ups in a variety of industries and believes that his main purpose in life is to be an Entrepreneur, Protagonist, Husband, and Friend.

Life Motto to Live By: Think different and question the assumptions.

What you’ll learn about in this episode:

  • Finding what makes you thrive
  • How you can learn from a proven track record of success at major companies
  • The way to identify gaps in your industry and how to fill them
  • Who to turn to when looking for the right co-founders
  • Modernizing an industry to make greater efficiencies
  • Streamlining sales systems to create end-to-end solutions
  • Corporate development strategies proven to create growth
  • Listening to your customers to develop your strategy and technology
  • How partnerships with your customers and end users can create business ecosystems

Ways to contact Heath:

Podcast eBooks:

The Power of Two

Episodes 1, 2 and 3 collide to bring you summary of lessons learned and systems created around Vision and Key Initiatives that help drive success to companies and businesses.

The Transition to Automation

In Episode 25, Vera talks with Heidi Rasmussen, CEO and Co-Founder of one of Inc 5000’s fastest growing companies in America – freshbenies. This eBook highlights part of the conversation to bring out the best lesson in automation and on-boarding for startups.

Using IT Strategically

In Episode 29, Vera talks with Tom Grooms, Vice President, Information Technology, and Chief Information Officer for CF Industries. This eBook is your guide for seeing IT as more than just a faster way to do your accounting.

Transcript:

Welcome to System Execution, the strategy and system behind today’s successful companies. Systems can make or break your company, but here, we’ll solve your physical, technological, and psychological systems issues, by connecting you with experts that have succeeded in overcoming those challenges in their own business. And providing you the guidelines and tools you need to implement those same strategies for immediate results. Now here’s your host Vera Fisher.

Today’s episode is sponsored by 97 Degrees West, the brand marketing agency, located in Austin, Texas. 97 Degrees West serves regional and national companies in the healthcare, finance, energy, and manufacturing industries. 97 Degrees West believes that an integrated approach to marketing, that involves traditional and digital strategies, that fit your customer’s buying journey, yields the greatest impact on your bottom line. Go to www.97dwest.com, to learn more.

Vera: Welcome to System Execution, a podcast devoted to using processes and systems to drive to a better outcome for your business. I’m Vera Fisher, your host. Many of you know that business success relies on systems. Systems can be physical, such as a warehouse or a factory, or technological, think software. While others are psychological systems such as checklist, or charts, or your daily hot list.

My guest today is the CEO and founder of Partake Golf, Heath Barnett. Heath graduated from Texas State in 2013 with a degree in finance. He started off trading financial derivatives for oil and gas, and then joined a pipeline construction company, Rapid Pipeline Services, as the CFO.

After that successful career in oil and gas, Heath joined Accenture, and their transactions services team. After Accenture, he started his own company Partake Technologies, known as in short, Partake. Partake is a mobile commerce platform that connects golf courses with their customers, to provide an on-demand, omni-channel, shopping experience.

He’s an advisor for multiple other startups in a variety of industries, and believes that his main purpose in life is to be an entrepreneur, protagonist, husband, and friend.

Welcome to System Execution, Heath.

Heath: Thank you very much. I’m excited to be here today.

More About Heath

Vera: Well Heath it’s really great to have you on the show. Before we dive into your tee time reservation platform system in a few minutes, and listeners that’s tee as in golf tee. If you don’t mind Heath, tell my listeners a little bit more about yourself and your experience.

Heath: Yeah so I was born in Texas. Grew up my entire life in Germany. Grew up in the military community. My father was a civilian contractor, and so I was lucky enough to grow up and experience that diversity and the different cultures around the world. Then I came back for college, and graduated with a finance degree. As you can tell, really dabbled in a couple different areas to figure out where my niche was. What I realized that I was really good at was on the problem-solving side.

What really drives me on a daily basis is finding a problem and trying to figure out a solution for that problem. When I first started off on the trade floor, trading financial derivatives, realized that that was not the life for me. It was long hours, you made great money, and you had no way to spend it because you work non-stop. So the quality of life just wasn’t there.

Then I joined Rapid Pipeline, as you discussed, as the chief financial officer. Took that company from 3 million to about 15 million in revenue over two years. Took them to profitable, so before me, they were negative since inception. Made them profitable and really helped them grow. Then joined Accenture. So from Accenture side, I really did corporate development and transaction services, primarily in communication and media technology.

That’s where I got the tech bug that bit me. That’s where I’ve realized where the excitement was, just because you really see how much technology’s being used today to really solve problem in the world. It’s pretty fascinating. That’s what drove me to starting Partake Technologies. Plain and simple, I was on a golf course, and could not get any service, and decided to build the technology because it was non-existent yet. Here we are today.

Vera: When did you start your company?

Heath: We started the company in February of 2016. What started the company was my new year’s resolution, I had the idea. Told my fiance at the time, now my wife, that I was going to start Partake. Paid $300 to purchase an LLC with the Secretary of State. And at that point it was, “Well you spent $300, so let’s make this thing happen.” Put the team together, and we really practiced a Lean Startup model.

We bootstrapped the company, built everything from within without any third-party service providers. Pilot tested it, and now we’re live and operational today.

Vera: That’s really cool. Listeners, it’s important that there’s an opportunity that hits you like that, like it hit Heath. All of a sudden you just have to figure out a way to get it done. I think that’s where those processes and systems really start to become valuable, because it can be very overwhelming. Taking things step-by-step really gets it done, and keeps you and that right path.

I guess Heath, you found some free time to play golf that day huh?

Heath: I did find some free time to play golf that day. I actually just got back from a project. It was a project that was actually dealing with an enterprise client, and we were building out an omni-channel platform for them. Just having that fresh on the brain, and realizing how the golf industry today is not able to provide a seamless purchasing experience for their customers. That really had me intrigued to where I started doing my research. Put together a business plan, and really put down the foundation day one, of what our company was gonna be about, what our culture was gonna be about, and what our product was gonna be about.

Heath’s Mobile Commerce Platform for Golfers

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Vera: With that said, tell me a little bit about what the tee time reservation platform is, before we get into that particular system?

Heath: One thing to clarify real quick is the tee time reservation platform, that’s something that we’re working on currently. What Partake is today, is we’re actually a mobile point-of-sale solution essentially, for the golf industry. For the golfer, it’s a useful mobile application, to where they can download the application, select what golf course they’re at. If that golf course uses our platform, then they have access to food, beverage, and even retail items, to where they can securely purchase and pay for those items. Either pre-order for pickup, or have it delivered directly to them.

Then on the backend for the golf course, we’re an actual end-to-end solution. We help them increase sales, monitor their service standards, and improve customer retention. We do that by streamlining their operations. When I talk about that, is because we’re a mobile point of sale. One of the biggest challenges in the golf industry right now, it’s a very antiquated industry. 90% of golf courses are still conducting sales manually. They’re still tracking inventory manually, and using a tally system, and then coming back and updating an Excel spreadsheet.

And then in regards to collecting credit cards, is most golf courses still physically collect credit card information. That means physically taking your credit card, and taking it back to the club house. So for us is, the two biggest things that people care about today is quality of life and time. For us is that does not provide a customer a seamless purchasing experience. It doesn’t provide them any unique experience, because they don’t have access to those services throughout the duration of their visit at the golf facilities.

For us it was, “Let’s provide that service to customers. Let’s give them that unique experience. And to be successful, let’s make sure we’re driving efficiency for the golf course from an operational perspective as well.”

Vera: And that is working for you today?

Heath: That is working today. Food and beverage is step one. What we realized very early on, was that with dealing with this industry, we could not build a mobile commerce platform to where it had a bunch of features and functionality day one. Essentially is, we’re educating the market. We’re teaching them how to use technology, and to use technology in the right way, to where inventory can be automatically tracked. They can see orders live, and see exactly where their customers are located on the golf course.

For us, as we have this very large product road map, but for us it was, let’s find the biggest problem, which was a service perspective, the biggest was food and beverage. It’s one of the highest gross margin items, yet is the smallest service channel available right now, because the only way it’s available is by an employee driving around the golf cart, and just looking for customers.

For a customer is, we live in an on-demand society today. We want to have things when we want it, and how we want it. People are willing to pay for those on-demand capabilities. For us it was, let’s essentially allow the golfer to bring the clubhouse with them. Once we’ve driven the efficiency for the golf course, and one we’ve attracted that golfer to become a returning customer on a daily basis to that golf facility, then let’s continue to increase the functionality and the features, and give them really the bells and whistles.

But for us it was, let’s concentrate on a core functionality, be successful at that, and then let the market tell us what to build next.

How this Mobile Commerce Platform is Fitting into the Golf Industry

Vera: And the market is telling you that it’s that tee time reservation?

Heath: That’s one of the next steps. What has actually driven that was a lot of partnerships that we’ve created. We actually just finalized a partnership with a company called EZLinks, which is one of the largest legacy point-of-sale systems in the golf industry. One thing that we realized is that the industry is very fragmented, so for a company to try and take the industry by whole, by themselves, they’re gonna face numerous challenges, and unnecessary challenges.

For us, we’ve approached a lot of the legacy point-of-sale systems, driven that partnership to where we can essentially be that extension of their point-of-sale. With these partnerships we actually have access to their tee time inventory now, which for us, opened up the doors to go ahead and start building out that platform. When realistically, the tee time reservation idea was about two years down the product road map. But because of certain partnerships that had taken place, we see that as a sign the market telling us, “Let’s go ahead and start working on this.”

Vera: Heath, I want to just take it back up to a 30,000 foot view here, from a software perspective. You have this great idea, you’ve identified this gap in the market. I’ve known you for a while now, and been familiar with your product. It’s just such a great opportunity. I loved it. Had you ever built or said, “Hey okay, now I have the idea. Now how do I get the software that I need to actually do it?” Have you done that before?

Heath: No. So this was actually first company for me in the tech space, and first time for me really stepping into the technology space. It was a humongous learning curve for me. But I like to go with the Henry Ford model. I’m not the smartest person in the room, but I’m gonna make sure that I surround myself with people that are smarter than me, and are better at certain areas than I am. So with that being said, I went out and found the right co-founders to make this idea into a valid company and a valid product in the market.

Partake’s Company Structure

Vera: What kind of co-founders did you think you needed?

Heath: There’s four of us originally. There’s four of us right now. So for me is, I really understood the financial world. I can go out and figure out how can we price this? How can we sell this to the market? Where I knew that I needed help was on the marketing side, because even though this is truly a B2B platform, there’s still a consumer-facing part to it, which is the mobile application.

I knew that I need to bring somebody on board, that understood the marketing side and the branding side, to really bring this product to life. So that’s where Justin Day came into play, who’s one of our co-founders, and he’s our Chief Marketing Officer.

From a technology perspective, I knew that I needed somebody that I could trust, and also saw the vision of the company. One problem that a lot of startup companies have, is they don’t know how to do it, so they end up paying third-party agencies, where at the end of the day, some agencies are just order takers. You might think you have the right idea, and yes, a developer can go execute on that idea, but is it really the right idea?

For me it was, I wanted to make sure that I brought in the right team from the technology side, which is Nick van der Meulen, who’s our CTO. He’s unique in his own way. The guy’s a unicorn. He started off on the trade floor. Worked for HSBC. Taught himself how to code. He’s a full-stacked developer. Built his own algorithm for trading, and then decided to go on to the tech space. He’s been with a few successful startup companies. He’s been with 500 startups. He was with a company through one of the cohorts.

When I met him, we had an instant connection. We had aligned vision on the type of mobile commerce platform we wanted to build for the golf industry. That’s where we really concentrated on, making sure we fill in those gaps. And then the last piece of that puzzle was from a sales execution and strategy perspective, and that’s where Brian Thornton, our last co-founder comes in. He’s our Chief Strategy Officer. He used to be an assistant golf pro. He was a restaurant tour, former Marine veteran. He really understood where the big pain points were in the golf industry.

Between the four of us, we build our MVP, and then we took it to the market. And rather than just releasing a product, we took it to select customers and we got market feedback. For us is, one of our biggest core values is question the assumptions. Never assume that you know what your customer needs. Go to your customer and ask them what they need. So that was for us, it was let’s build an MVP. Let’s take this to potential customers. Let them give us feedback, and then let’s implement on that feedback.

Vera: That first step to realizing your idea was really surrounding yourself with the right people, because everyone is-

Heath: 100%.

Vera: Everyone’s bringing something very specific to the party.

Heath: Exactly. It’s also you have to trust those people that you bring into the table. At the end of the day, I know that if there’s something from a branding perspective or marketing, I’m not gonna try and act like I know that answer, but I am going to go to Justin to make sure, and he’s gonna give me that answer, because that’s where his expertise lies. I think it’s where you create a good team as well, is mutual respect for one another, understanding each other’s strengths, and helping each other build on those strengths.

If I’m strong on the financial side, then I’m gonna be the one that is gonna concentrate primarily on the financial side. For us is we’re very big about building each other’s strengths, and making sure that those strengths are used to build a better company.

Partake’s Next Project: A Tee Time Reservation Platform

Vera: When you have started moving into this second phase of your software development if you will, why did you choose going with someone who was already in the market, and someone … I don’t want to use the word antiquated, but I will, rather than going and developing it from the bottom up? What was your thinking there?

Heath: You’re talking about why did we decide to go into the golf industry?

Vera: No. On the tee time, on that reservation, you said you found one of those, someone who owns a lot of that … The links, software company that does tee time reservation, did I understand that correctly?

Heath: Their point-of-sale solution offers the capability for their customers to conduct tee time reservations. So for us, is because now that we have access to that inventory, they still own the tee time reservation platform, but for us, is we’ve realized that if we’re gonna be that extension from a food-and-beverage perspective, we’re gonna be that extension from a retail perspective, let’s go ahead and add in that tee time reservation platform, because now you’re also becoming an all-encompassing application for consumers.

If you look at the data today, 90% of consumers delete an application within 30 days. It’s because it usually has a single use, that that need is already met, so that customer no longer needs it. So for us, it is let’s concentrate on what a customer wants and needs, and then we’ll build that out for them. So that tee time reservation platform kind of completes that full suite of services we’ll be able to offer.

Vera: How far are you into it?

Heath: The tee time reservation platform is fairly new. We’re still on the strategy part of it, of really figuring out how we want to build this out, and how we want to implement it. Our biggest concentration right now is with our customers, is making sure that they’re comfortable with the new technology that we’re implementing. It’s really funny because a lot of … Me and my co-founders will sit down and talk.

When we go and visit customers and we actually see how operations are being conducted, you do get some pushback sometimes because this is an industry that has been so used to tracking everything so manually, that they’re questioning if technology is actually tracking those things for them. And if it’s actually tracking those things in a better, more efficient manner.

I always made the comparison, it’s kind of like when the computer first came out. People believed that they could write faster than they could type. We’ve had it to where there are some people that believe, “I can write down an order faster than I can put it into an iPad, faster than I can put it into a point-of-sale.” But it’s also amazing watching this happen, because we’re seeing our customers slowly evolve.

Once they get used to this technology, the wow factor really hits them. Which for me, that’s the biggest reward, because we’re now giving quality of life, not just back to the golfer, we’re giving quality of life back to every employee and all the general managers that run those operations of a golf course. And we’re giving them their time back as well.

Potential Pitfalls in these Platforms

Vera: Any pitfalls or things that you guys are concerned about? Because this seems to be a pretty big endeavor adding it in. You’ve done the learning from the first part of it, so how are you applying that learning to this next level?

Heath: I will say, one of the things that we’ve been lucky with so far, is we have not ran into any big pitfalls. I think that has happened because we’ve taken our time to really make sure that we’re building a platform that solves a problem.

It took us about a year and a half total, to finalize this mobile commerce platform before we really brought it to the market. But over that year and a half, we were doing pilot testing, we were working with customers to get feedback, to understand what they wanted. We were also receiving feedback and realizing what they thought they wanted, and even raising the bar on that. For example, within our web platform, we have a CRM that’s built into it.

So now when an employee conducts transactions with not just a private member, but at your daily green-fee-type courses, is they can actually track that customer’s purchasing behavior to where they understand their customers better. They also know what their customers like to buy, they know what their customers actually want.

We’re now also creating upselling opportunities, where originally it was the customer might have just thought that they wanted a way to be able to market to their customers, right? Where today, most people know that data’s getting collected, and most people understand that their data’s being collected. But most customers want a company to use that data in the right manner, to actually provide them a better service. That’s one thing that we really implement in anything that we execute on, is we will build out essentially the MVP of what we think the basic necessities are, and then we’ll go to our customers. We’ll go to current customers and let them be the first ones to test it and provide us feedback. Then we’ll build on top of that.

Then once we really get that validation, that’s when we’ll introduce it to the market. So for us it is listen to the market and let the market tell you what you need to build, rather than wasting six months of building it, then introducing in the market, and realizing that they probably didn’t want that. Spend the shortest amount of time to build the basic framework and infrastructure, then take it to your customers and let them tell you how to actually make it better, and build upon that.

Why it’s Important to Document Your Systems and Procedures

Vera: Heath, I’m curious, and there’s no wrong or right answer here, but are you documenting this methodology that you have?

Heath: You know, it’s actually really funny because when we first started the company, and I’m sure all of my co-founders will probably tell that about me, I’ve always been a stickler for creating process and procedures. I believe that at the end of the day, everything comes down to a science, even with our sales process. You meet a lot of people that think they’re phenomenal at sales because they are just good with people. But even sales, it comes down to a science, to where there is a method behind the madness. If you don’t create these processes and procedures, and you don’t create these methods, and you can’t do it with four people, how do you think you’re gonna be able to do it when you have 100 employees? There’s no way that it’ll happen.

We do. We document everything that we do. On the development side, we work on a agile model. We strategize for each sprint. Our CTO will build it, release it, then we’ll have a review session. Then we’ll go through and figure out what all the bugs are during that review session, or what could be done better. Does this button react the way that we really wanted it to react?

Then we’ll implement on that as well. So we do have a set process and procedure for everything that we do.

Vera: From this new offering in your Partake software platform or experience, how much did you talk with customers about the whole tee time scheduling experience? Or did you get that data from a third party?

Heath: That’s going directly to our customers, and also just doing research and figuring out what company … Because there are a lot of third party tee time reservation platforms out there, and so when that is all that they offer, it really creates them being limited, because they’re only now offering one aspect of what that customer’s demands are. For us, it is let’s just go direct to the customer, and that’s what we’re doing right, is because right now we’re executing on the food and beverage side of it.

We’re executing on the retail side of it. And so while we’re watching our customers, learn and understand what we’re showing them and releasing to them right now, we’re also sitting out, talking to the head golf pros, talking to the people that do the tee time reservations. And really understanding what are the pain points that they have right now, to make sure that once we start building on this side of it, the tee time side, is making sure that we take that feedback and build them something that they want.

Vera: Heath this, again, may not be the brightest of questions, but most people may think that when you have your processes and your systems all set out, and you’ve documented it, you can check the box. However, when you’re going out in that agile environment, you’re getting that feedback from customers, etc, when you make those changes, and you change your thinking, do you always go back and adjust those processes? Or is that kind of like, “Oh yes. I’ll get to that”?

Heath: We prioritize it. One thing that we make sure that we’re always analyzing as well, is when taking feedback, is making sure that it’s for the greater good, because you might have a customer that is unique in the way that they run their operations. That’s one of the biggest things is, you have to learn how to filter feedback as well, because I can’t tell you how many people that use our consumer application will send me a text message, “You need to add this, or you need to do this.” You’re always gonna get that feedback. You’re always gonna have somebody that has a better way that you can do something.

But when we’re receiving feedback and listening to our customers is number one, we make sure are they really thinking about the right thing? It’s just like where we stepped back on the technology development side, is making sure that we have aligned visions. So one of the biggest things that we drive, and we want to drive with Partake, is that this is a partnership. Is that we sit down with our customers, and we’ll understand their process. Then from there, we’ll brainstorm together, thinking together and strategizing of what is the actual ideal, like in an ideal world, what would that process look like?

Then 9 times out of 10, we figure out that what they really wanted was X, Y, and Z. But it takes that conversation to really figure that out. From there, we’ll figure out what is the priority. What are things that they need right now, and what are things that they want to have later down the road?

Vera: Okay, that makes sense. Just by having those conversations, you’ve really been able to circumvent some of the pitfalls that other companies may come up against, just by not having those conversations.

Heath: Agreed. That’s one thing too that you made me think about is, from when analyzing competition, one of our biggest things is we don’t concentrate on being better than our competition, our biggest thing is we want to be different. Because one probably that a lot of companies have as well, is when you end up following your competition, and thinking about “How can I be better than my competition?”, a lot of times you end up following the route of your competition. The route your competition is going might not be the best route.

For us it is always, we review what competition, direct competition, or indirect competition are doing, but then we also go back to the drawing board and it’s, “Okay. How are we going to do it? How are we going to do it differently, and how are we going to provide our customers with a different experience?” That’s one thing that our entire team is very strict on as well.

Heath’s Final Thoughts on Building this Type of System

Vera: Any other things to watch out for when you’re figuring out how you’re gonna get this software system off the ground or get it built? Because this is the part that gets really interesting. It’s all of those small nuances, especially if you’re not a technology guy, like you, you’re not a technology guy.

Heath: That’s true. The one thing I would say too, that’s also a blessing for not being such a technology guy, is because sometimes when you’re actually the person developing and writing the code to develop that software, is you become very ingrained. So a lot of times it allows me also to be able to really take a step back, and put myself in the shoes of that employee. Or when we’re building out reports for the managers to be able to run, is really taking a step back and putting myself in their shoes to say, “Okay, is this process working the way that I want it to do? If it’s taking me three clicks, do I really need those three clicks, or can it take me two clicks?”

For us, it’s concentrate on that side of it. But I think the other piece of advice I would say as well is really understand what your KPIs are going to be. KPIs are your key performance indicators. For us, when we first decided to build this mobile commerce platform, we first built the consumer application. Then we realized that other companies that have tried to do this, they built a consumer application to where they were increasing orders for the golf course, but there was nothing on the backend, so there was no way for the golf course to understand where that customer was at.

When they showed up, they still had to physically collect their credit cards from customers. And so for us, when we looked back and decided, “Okay. We’ve got to build this backend platform, because if we don’t get golf course adoption, it doesn’t matter if their customers want it, because if we’re not making it efficient and easier for them, and streamlining their operations, then there’s no way that this is going to be successful.”

For us it was, “Okay, as we build this platform, what are our KPIs going to be? Like what is it that we really want to do?” For us, our three biggest things is, we want to make sure that we’re helping them increase sales, we want to make sure that we’re helping them increase labor efficiency, and we want to make sure that we’re providing their customers with a better experience.

We made sure that we built-in features within the mobile commerce platform to make sure that we can track that information. Because at the end of the day, is you might know that you want to provide some type of fill for some type of void, but if you don’t realize how you’re actually gonna track that, you might not build out the platform that’s going to actually successfully do what you’re wanting it to do. That’s one piece of advice I would say as well, is make sure you understand why are you building this? What exactly are you trying to drive for your customer? It could be providing a better experience, it could be for cost savings. But just understanding that before you start going and building it out, and really building your company, I think it can really help you overcome a lot of unnecessary hurdles as well.

Vera: Heath this information you’ve shared with us is so educational, and there’s some great takeaways. One of those that really has just jumped out at me, is how you’ve gone through the three different questions that you’ve asked of yourself of those KPIs, and they really had nothing to do with you or your co-founders. It had everything to do with the customer’s experience, what pain points they have, and how you were gonna help solve them.

Heath: Exactly. It’s funny because a lot of people think I’m some phenomenal golfer, and I’m not at all. But I mean, the average golfer when you think about it, the average golfer shoots a 90-plus score, which is not a phenomenal score. It’s nowhere near a professional or amateur golfer, but still, people have this mindset that it’s this elitist sport. But where we also saw the opportunity was, the demographic is changing.

You have Generation X, and millennials that are now outnumbering the Baby Boomers. They’re now the larger percentage of the purchasing market in the golf industry. They now require to have that quality experience. It’s much less of what type of product are you providing me, and it’s much more about for younger generations is, what experience are you providing me?

That’s where we really saw the big opportunity, and it was let’s make sure that we’re building this for the in-customer, which is the golf course’s customer, and also let’s make sure that the business platform is satisfying the needs of the golf course as well.

Final Advice from Heath

Vera: Well I absolutely agree with that. You’ve just shown us that processes are really needed to get the work done. You’ve provided, again, some great nuances that our listeners really need to hear regarding the execution of a successful system. Before we go, and close out today’s discussion, any final advice you want to share with our listeners? And then tell us the best way we can connect with you.

Heath: I would probably say the biggest ones for the takeaway from today would be listen to your market. Don’t assume that you know what your market wants, let the market tell you what they want. The biggest one too is customer experience. That’s really, talk about next steps, for me personally my next step is to build out our customer experience team, because at the end of the day, if you have a product that does not have a team support behind it, and you’re not able to provide your customers with a better customer experience, because not everything is gonna go perfectly well. You’re going to run into hiccups, you’re going to stump your toe, in areas that you probably aren’t expecting to stump your toe.

By the end of the day, the only thing your customers care about is that you’re there for them. I can’t tell you how many times we’ve had a customer contact us just because they didn’t understand something, and we were out there the next day, sitting there talking to them through it, walking them through it, and making sure we didn’t leave until they understood what they needed to understand. That’s gone a long way with a lot of our customers.

Vera: Well Heath, and the best way to connect with you?

Heath: Best way to connect with me is my email, heath@partakegolf.com. You can visit our website at www.partakegolf.com, and follow us on all of our social media. Our handle is @PartakeGolf.

Vera: Well System Execution fans, no matter how many notes you took, or how often you re-listen to this episode, remember every successful business uses systems to drive to a better outcome. Heath it’s been great to have you on the show, and thank you so much for sharing your insight with our listeners today.

Heath: Thank you very much.

We hope you found this episode of System Execution on the mobile commerce platform for the golf industry to be enlightening. For free examples, cases studies, e-books, and more, be sure to visit systemexecution.com/resources. Contribute to the conversation by reaching out to Vera directly on email at vera@systemexecution.com. Until our next episode, thank you for the privilege of your time.

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