Topgolf

In nineteen ninety-three, Topgolf solved a problem. Driving ranges charged ten dollars per bucket of fifty balls. Customers hit balls and left. Revenue was minimal. Topgolf inverted the model. Charge per bay, not per bucket. Include food, drinks, games. Make it entertainment instead of just practice. An hour at a bay cost twenty-five to fifty dollars. Average customer spending exceeded sixty dollars per visit. Non-golf revenue comprised over fifty percent of total revenue. A traditional range made money on balls. Topgolf made money on time, experience, and ancillary purchases. Customers came for golf but paid for entertainment. The economics were completely different from legacy driving ranges and businesses.