Wedgefield Country Club’s “Get Better, Not Bigger” strategy featured in national trade journal

National trade publication Club + Resort Business recently analyzed the financial turnaround of Wedgefield Country Club. Under the leadership of managing partner Christian Crescenzo, the property has grown annual sales from $750,000 to nearly $2 million in four years by focusing on underutilized assets.

Maximizing On-Site Lodging

The core of the revitalization is the conversion of existing infrastructure into a functional “stay-and-play” destination.

• The Bed & Breakfast: By converting onsite cabins into a B&B that sleeps 32, the club now books approximately 1,200 rooms per year.
• Direct Revenue Impact: This lodging shift has helped grow golf rounds from 11,000 to 28,000 annually.

The Golf Packaging Model 

Wedgefield has positioned itself as a high-value alternative in the competitive Myrtle Beach/Georgetown market:

• Bundled Rates: Guests staying on-property access heavily discounted rounds ($39), creating a compelling price floor for multi-day trips.
• Market Positioning: While regional competitors often charge $150+ during peak seasons, Wedgefield maintains rates between $65 and $70, capturing the “affordable golf” niche.

Supporting Amenities

The ownership has focused on “building up from zero” regarding non-golf revenue streams:

• Repurposed Facilities: The Brick House Pub, housed in a 300-year-old building that once served as a golf shop, provides the necessary F&B component to keep lodging guests on-site.
• Event Integration: The 1936 Glen Mere Mansion was activated as a wedding and corporate retreat venue to provide a revenue buffer during the golf off-season.

“We are following the Chick-fil-A strategy where instead of focusing on getting bigger, we are focusing on getting better,” explained Crescenzo.