Your Golf Business's "Cloud" Nine: AGL's Path to Efficiency and Customer Growth with TigerGDS

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The following article was provided to Golf Business WEEKLY by AGL, USA and solely represents the views and opinions of AGL, USA.

By Jesse Park, AGL, USA 

Today, golf courses are searching for numerous ways to reduce operating budgets and still remain aesthetically pleasing and well managed to attract new golfers. The question is, what else can you do if you’ve been reducing your budget for several years? What have you done to your course to differentiate it from your competitor courses? If you are in need of bringing in more golfers and improving customer satisfaction, perhaps new methods to do so without spending more money or, better yet,  saving money is possible? 

AGL has developed a cloud-based global distribution system and club management software to take your business to the next level. 

TigerGDS was developed with the motivation to provide the most advanced tee time reservation operating system in the business. While working for 20 years in South Korea, U.S., Japan, China, and Southeast Asia on consignment operation of golf courses, consulting, and mergers and acquisitions at global companies including IMG and Troon Golf, AGL CEO Jim Hwang thought, 'Why can't golf clubs implement real-time bookings, ticketing, and payments like airline and hotel reservations?' These thoughts were put into action with the establishment of AGL, offering specialized and integrated golf IT solutions with the launch of TigerGDS in 2019. 

The ease of booking tee times and simple mobile payment solutions are just small pieces of the TigerGDS software capability. The TigerGDS platform will introduce new booking sites through collaboration with business to consumer companies (B2C). These sites and/or apps will provide a wider range of booking options for your customers, adding convenience, tee-time availability, and an integrated payment system.

The owner and operator maintain direct access with their customer base and control over who is booking with payments made directly to the golf club.  The simplicity of TigerGDS permits the golf club to integrate all aspects of golf course operations from reservations to payments, marketing and course management.  Additional offerings, such as caddies, locker assignments, and carts can be assigned before the round.  Through an automatic check-in process, non-contact check-in is possible without entering the clubhouse. Of course, other processes such as CRM, food and beverage, pro-shop, member, tee sheet and back-office business management are all part of the TigerGDS software suite. These new offerings and management features create added value  experiences for  your golfers while increasing the management efficiency of the course operator.

What else doesTigerGDS deliver?  

  1. Collaboration with search engines, portals, and online travel agencies, exposing your golf club to a wider, even global audience to attract more golfers and travelers, maximizing potential sales. The average golf course can generate significant savings by operating a cloud-based server, eliminating the need for an internal network server and associated installation and maintenance fees.
  2. Golf clubs can fortify marketing strategies with the big data provided by AGL from all of the golf courses that have opted in to participate and are connected to the platform. 
  3. TigerGDS software has various modes, including PC, tablets, and back-office modes, ensuring the staff are all on the same page and able to monitor and control operations anywhere, anytime.

AGL is continuously working with golf courses to provide even better solutions across the globe.  We consider it our duty to provide better IT solutions for your golf clubs and golfers.




Jesse Park is the Head of Market Sales for AGL, USA. He can be contacted at
For more information, you can head to, browse their Facebook page, or check out a helpful video tutorial on AGL's YouTube page.
** The views and opinions featured in Golf Business WEEKLY are those of the authors and do not necessarily reflect the position of the NGCOA.**