The LPGA is at a turning point.
The feeling among tour participants is that the environment is ripe for unprecedented growth and the opportunities are greater than in years past.
There are several reasons to be optimistic:
*Investment. Corporate sports marketing budgets continue to rise in the post-Covid boom. According to a reportSports sponsorship dollars are estimated to have increased by 6% last year, an increase of $4 billion.
*Global reach. The LPGA has increased its global visibility over the past two decades. Individuals – none greater than South Korea’s Se Ri Pak – played an important role in this, but the tour took big steps. In 2006, it added Thailand to its schedule to create three Asian events – along with South Korea and Japan. Last season, there were two separate swings and seven total stops. There were also 14 active Thai players on the tour, compared to one 20 years ago, proof of the impact.
The current top 10 in the Rolex Rankings includes players from nine different countries on four different continents, opening the door for continued growth. And with 23% of 2025 events in Asia, this offers Asia-based companies the opportunity to do business with the tour on home soil and provides the opportunity to increase North American visibility for those wishing to participate in national events.
*Growth. THE National Golf Foundation An estimated 45 million Americans played golf, whether traditionally or not, in 2023. It reported about 7 million female golfers on the course in 2023. The numbers continue to climb on and off the course. The LPGA embodies diversity and opportunity; there is no better time to grow the fan base.
*Engagement. According to a reportwomen made up 52% of NIL college marketing deals, just another example of how female athletes create value and can be used positively for marketing.
*Demography. Even if the base evolves, the golf consumer still remains rich and is one of the most sought after by advertisers. The LPGA and PGA Tour have similar demographics and both offer an exclusive and aspirational brand association for corporate partners. The LPGA has the added benefit of being good value for money for those looking to invest in golf sponsorship.
At this point, with the right commissioner, the LPGA is in the middle of the fairway on an accessible par 5.
The key is finding the right solution.
Malcolm Gladwell’s sociology book, “The Tipping Point,” theorizes that it takes three important people to create social epidemics – turning a small fad into a social norm. In this case, a social epidemic would bring the LPGA into the mainstream sports discussion and further penetrate pop culture.
The three types of people involved in this type of transformation are:
*Connectors. These are people with large social networks who can connect others in different circles. They are the glue that helps spread social epidemics. An ideal commissioner candidate would be a relationship specialist. There are multiple personal and professional relationships that need to be nurtured – and are less transactional – than other types of marketing. Sponsors get involved in golf to get a different experience that they can’t get in other sports. The pro-am experience goes beyond a front row seat. This allows sponsors and partners to get to know the players, see their talent up close and feel invested in the players and the event. And as for how LPGA players are expected to engage and entertain themselves, it’s not unreasonable to expect the same from tour executives.
*Mavens. These are people who have expertise and a strong ability to communicate this information. The commissioner or key spokesperson will need to have a broad understanding of the business as it stands. The LPGA is unique in that it owns some tournament properties, but the majority are run by tournament owners who have their own group of sponsors and stakeholders. Television partnerships, Ladies European Tour, LPGA Foundation and the teaching arm are also important dynamics that require experienced understanding. This is not to say that an “outsider” will not be able to intervene, but there will be a learning curve for them. It would take a trusted person with this broad understanding so that the LPGA could immediately move forward without pausing or moving backwards.
*Seller. They are persuasive and charismatic people who can inspire others to take action. Ultimately, the commissioner’s job is to sell the tour to the market and be able to communicate the value proposition. It also involves selling a vision of the tour to players. Player buy-in is essential to success and significant growth. This involves setting goals and being accountable for them. I’ve seen three LPGA commissioners, and one thing is true: the passion and high level of desire to succeed that players bring to the course is what they also expect from their leader.
The next LPGA commissioner would benefit from the characteristics of the three influencers to fully capitalize on the potential of the current environment. Expectations will be high, but with the right team around them and the right player support, we could see the tipping point come to fruition.
