There are a few elite clubs that immediately come to mind when looking at championship golf’s rich history and traditions, and Baltusrol Golf Club is one of them. Just outside New York City, Baltusrol Golf Club is nestled at the base of Baltusrol Mountain in Springfield, N.J., and has earned the designation as a National Historic Landmark. Its famed Upper and Lower Courses have each played distinguished roles on the national golf stage since being meticulously designed by legendary architect A.W. Tillinghast. Together, the Upper and Lower Courses have hosted 17 major championships, including seven U.S. Opens and two PGA Championships. The club is slated to host the PGA Championship in 2029.
Baltusrol, established in 1895, has hosted more major golf events than any other club in the country, except for Augusta National. The club’s reputation has been built over its 124 years by consistently operating the entire facility at the highest level and making standards of excellence a daily goal. Baltusrol has earned its place among the elite clubs of the industry, each of which has a certain mystique about them. Virtually all the game’s greatest players have walked Baltusrol’s fairways and this long, storied history in the game of golf is elemental in the club’s brand. The leadership at Baltusrol considers its stewardship of the club’s identity and reputation as a significant honor and duty.
The Baltusrol Brand Strategy in Everything
General Manager/COO Kevin Vitale, CCM, says that every decision—both short- and long-term—is based upon the steadfast belief that the club’s reputation and brand should be protected and upheld. As such, the board of governors, committees and management are committed to the principles of the club’s vision and mission statements as well as to the philosophy that strategic planning is ongoing and critical in their efforts to acknowledge and embrace Baltusrol’s premier assets: two Top 100 golf courses and practice facilities; a stately clubhouse with superior service and amenities; the Baltusrol brand as shaped by the member experience as well as their legacy in the game of golf; the unique culture with a strong membership, sound governance and long-established traditions.
Vitale and the leadership team set strategic goals based on their core values; they review them annually to set specific action initiatives that help further these goals. Vitale says that each and every aspect of the operation is a critical element to maintaining and upholding Baltusrol’s brand, “Greatness is not one or two successful accomplishments. It is 1,000 items that you continually must work on to be successful. Being good at this level is very obtainable. Being great is painstaking. The biggest challenge of greatness is being good.”
The Importance of Talent and Training. Respecting and reflecting the Baltusrol brand is introduced to employees before they are even hired, and it is ingrained in them from the first time they put on the uniform. Vitale explains that it is important to integrate the culture and brand into the recruiting, interviewing, hiring, orienting and training processes. They have all the structures and processes in place to achieve success and Vitale believes all clubs need to make this aspect of developing talent second nature.
“In my opinion, the major contributor to getting to the next level is talent. You’ve got to surround your operation with people who want to be part of the brand, and that really includes members, too. Members are the core of the brand and their role is to help guide the club and staff in continuing the history and tradition of such a special place. No matter if you are a member or an employee, the brand of Baltusrol comes first,” Vitale said.
Good leaders understand the benefits of demonstrating its commitment to staff, and Baltusrol boasts many long-tenured employees across its operations and is pleased to provide state-of-the-art housing for more than 50 employees at no cost. Baltusrol also participates in several internship programs in key industry areas such as hospitality, agronomy and golf. The club is also proud of the many long-term staff that the club employs.
Baltusrol’s Mission, Vision and Core Values Propel the Brand
Members are extremely proud of the club and expect the facilities, amenities, service and general ambiance to be world-class. The club’s core values are woven throughout their strategy and into specific action items on a continual basis. Vitale explains how the Baltusrol brand permeates all corners of the club and drives all initiatives.
“Baltusrol’s strategic plans, capital plan, operational directives and budgeting all tie into the club’s mission statement. Our operational structure and the processes we have in place short- and long-term have provided success to the club for many years. The club’s finances are very strong; therefore, we have been able to improve the facilities through club profits and initiation fees, engaging multiple improvements each year to update the club’s facilities. Keeping the facilities impeccable and top-tier are a priority.”
Stewardship of National Treasure
The fifth oldest golf club in the U.S., Baltusrol’s hallowed grounds have seen some of the most historic moments in golf history and is only the fourth golf course to receive the National Historic Landmark designation. Tillinghast’s integration of the course into the natural landscape was unprecedented and the club’s leadership and members embrace the responsibility that comes with preserving the design integrity of the courses and in ensuring that its clubhouse, facilities and service remain consistent with its distinct place in golf history for generations to come. There’s no doubt that this commitment is sincere and the evidence is apparent in every facet of the operations.
Club Trends Spring 2019