Swinging for Success:The Economic Power of a National Golf Strategy

Golf is not merely a sport; it is a global economic powerhouse. The worldwide golf industry generates an estimated US$100 billion annually, encompassing everything from equipment manufacturing and course construction to tourism, media rights, and event management . To put this in perspective, the global golf industry rivals Formula 1 in wealth and economic impact, making it one of the most lucrative sectors in the sports and leisure economy.

Yet, despite possessing one of the oldest golfing heritages in Asia and a wealth of natural advantages, Sri Lanka captures almost none of this value. The nation’s golf economy remains confined to a handful of private clubs, a tiny player base, and negligible international tourism revenue. This is not merely a sporting shortcoming; it is an economic failure of significant proportions!

This article examines the vast economic potential of golf and makes the case for a strategic national approach to capture a share of this multi-billion-dollar global industry. The evidence from regional competitors—India and Vietnam—demonstrates that golf can be a powerful engine for economic growth, job creation, foreign investment, and industrial development.

The Global Golf Industry: A US$100 Billion Powerhouse

The scale of the global golf industry is staggering and often underestimated. According to the R&A, global participation has surged to 112.2 million adults and juniors playing golf outside the USA and Mexico in 2025—an increase of 4.2 million golfers year-on-year .

The sports economy is worth US$2.5 trillion globally and could reach US$3.7 trillion by 2030, with sports assets compounding at 13.1% annually over six decades . Within this vast ecosystem, golf stands as a significant player:

• Participation: 48.1 million people participate in golf in the United States alone
• On-course players: 29.1 million play on-course in the US, with private club membership up 50% since 2019 to 2.1 million golfers
• Off-course growth: Screen golf grew 13% in 2025 to 9.2 million players, and the golf simulator market is approaching US$2 billion globally
• Equipment market: The golf equipment market continues to expand globally, with consistent year-on-year growth
• The global golf tourism market was estimated at approximately US$28 billion in 2025 and is projected to exceed US$60 billion by 2034 . To put this in perspective, St Andrews, a single Scottish town, generates £317 million in annual economic value for Scotland through golf tourism alone . This demonstrates the concentrated economic power that golf tourism can deliver.

Sri Lanka’s Current Economic Contribution from Golf:
A Negligible Footprint

Despite its historic golfing heritage, Sri Lanka’s current economic contribution from golf is minimal. The country has fewer than 10 golf courses, compared to over 200 in Thailand and 150 in Vietnam . The Sri Lanka Golf Clubs Market is small, facing significant challenges including:

• Limited awareness and interest in golf among the general population, leading to a relatively small consumer base
• High costs associated with golf club memberships, equipment, and maintenance
• Infrastructure limitations such as the availability of public access to golf courses and facilities
• Competition from other leisure and recreational activities in the country
• The Sri Lanka Golf Tourism Market is similarly underdeveloped. Key restraints include “limited awareness about Sri Lanka as a golf tourism destination” and “lack of developed infrastructure and facilities for golf tourism” .
• To contextualize the scale of the missed opportunity: in 2024, Sri Lanka’s total tourism revenue from all sources was approximately US$3.17 billion. The global golf tourism market of US$28 billion represents a share nearly nine times larger than Sri Lanka’s entire tourism revenue—yet Sri Lanka captures almost none of this value.

The Economic Impact of Golf:
International Evidence

India: Golf as a Mainstream Economic Driver

Professional modelling by a Big 4 consulting firm indicates that golf’s economic contribution in India could 3.5x from its current levels—from 0.1%–0.2% to 0.35%–0.7% of GSDP in states like Rajasthan. Scaled across India, this positions golf to transform from a “luxury niche to a mainstream economic driver of tourism, jobs, and global brand value” .

India’s golf tourism market is expected to grow at a CAGR of 10.7% between 2024 and 2030, reaching projected revenue of US$721.3 million by 2030. The government’s US$2 billion investment target for golf tourism infrastructure reflects the scale of economic ambition.

Vietnam:
The Golf Tourism Powerhouse

Vietnam’s golf tourism strategy has delivered measurable economic results. In 2022, golf tourism generated US$460 million in revenue, and by 2025, this is projected to surpass US$1 billion, accounting for 8-10% of the country’s total tourism revenue .

Perhaps most strikingly, Vietnam’s golf tourists spend six times more than average tourists, creating a lucrative premium market segment . This demonstrates the disproportionate economic impact that golf tourism can deliver.

Sri Lanka’s Projected Growth:
A Small Window of Opportunity

The Sri Lanka Golf Clubs Market is projected to witness mixed growth rate patterns during 2025 to 2029, with growth accelerating to 10.22% in 2027 . While this growth is welcome, it represents only a fraction of the potential that a strategic national approach could unlock.

The Broader Economic Benefits of Golf

Beyond tourism revenue, golf generates significant economic benefits across multiple sectors:

1. Property Value Appreciation

Property values in the vicinity of golf courses see a dramatic increase of 20-40%, creating wealth for communities and tax revenue for government. Golf courses are recognized globally as premium real estate anchors that drive development and enhance property values across surrounding areas.

In India, the IGPL’s franchise partners have committed to a collective US$250 million infrastructure investment to build accessible golf facilities, including compact 8–10-acre courses in Tier 2 and Tier 3 cities and villages—demonstrating the real estate and development potential of golf infrastructure .

2. Employment and Skills Development

The golf industry creates a wide range of employment opportunities, including:

• Direct employment: Golf course maintenance, hospitality, coaching, retail, event management
• Indirect employment: Construction, equipment manufacturing, tourism services, transportation
• Professional careers: Players, coaches, administrators, course designers, turf management specialists
• Vietnam’s golf course development has created thousands of direct and indirect jobs across the country, demonstrating the employment potential.

3. Industrial Development

• A strategic golf industry creates new industrial sectors:
• Course design and construction: A specialized industry requiring significant expertise
• Course maintenance: Turf management, irrigation, landscape design
• Equipment manufacturing and repair: Clubs, balls, apparel, accessories
• Coaching and training: Junior development, professional coaching
• Event management: Tournament organization, hospitality, media production
• Sri Lanka could develop these industries domestically, creating new economic sectors and export opportunities.

4. Foreign Investment Attraction

International investment in golf infrastructure is substantial. The Trump Organization’s US$1.5 billion golf resort development in Hanoi is one of several high-profile international golf projects in Vietnam . Sri Lanka could similarly attract foreign investment in golf infrastructure, bringing capital, expertise, and international profile.

5. Corporate and Business Benefits

• Corporate golf sponsorship offers:
• Brand building: Association with a prestigious sport
• Networking opportunities: Access to high-net-worth individuals and decision-makers
• Corporate hospitality: Entertainment and relationship building
• Business development: Building relationships with international partners

Dialog Axiata’s decade-long sponsorship of the Rotary Par 3 Classic in Sri Lanka has raised over US$600,000 for paediatric cardiac care while building brand loyalty. Similar opportunities exist across the corporate sector.

The Industrial Potential for Sri Lanka

Sri Lanka can develop a comprehensive golf industry that encompasses:

Phase 1: Infrastructure Development

• Build new public and private golf courses
• Develop practice facilities and training academies
• Create supporting infrastructure (hotels, restaurants, transport)
• Expand the sport across the island

Phase 2: Professional Services

• Develop coaching and training expertise
• Establish event management capabilities
• Build course design and maintenance expertise

Phase 3: Manufacturing and Distribution

• Develop equipment repair and maintenance services
• Establish retail and distribution channels
• Potentially develop local manufacturing capabilities

Phase 4: International Integration

• Market Sri Lanka as a golf tourism destination
• Host international tournaments
• Attract foreign investment
• Develop international partnerships

The Role of Government and Private Sector

Government Responsibilities

• Policy Framework: Develop a national golf strategy with clear targets and timelines
• Infrastructure Investment: Fund and facilitate public golf course development
• Investment Facilitation: Create incentives for golf-related investment
• Tourism Promotion: Market Sri Lanka as a golf tourism destination
• Regulatory Support: Streamline approvals and reduce bureaucratic delays
• Support the National Golf Governing Body – Sri Lanka Golf (SLG) (Formerly Sri Lanka Golf Union – SLGU)

Government Support for the National Golf Governing Body:
A Strategic Imperative

Sri Lanka Golf (SLG): The Legitimate Governing Body

 

The government’s support must be directed to the officially recognised controlling body for golf in Sri Lanka. In 2022, the Sri Lanka Golf Union (SLGU) made constitutional changes in keeping with the requirements of the Ministry of Sports, and henceforth the name of the controlling body became Sri Lanka Golf (SLG). This is the sole body recognised by the Ministry of Sports and the Royal & Ancient Golf Club of St Andrews (R&A) to govern, develop, and represent the sport in Sri Lanka. Any government strategy for golf must therefore flow through and strengthen SLG .

Why Government Support is Critical

In a country where golf remains dormant and is perceived as an elite, inaccessible sport, the government has a fundamental responsibility to democratise access and build the infrastructure required for growth. The evidence from SLG’s own grassroots initiatives demonstrates what is possible when the governing body receives support—and how much more could be achieved with sustained government investment.

The HSBC Future Lions programme, launched by SLG in 2017 with corporate backing, reached over 2,000 children across seven academy locations nationwide by 2023 . Participants were drawn from areas surrounding five golf clubs: The Royal Colombo Golf Club, Shangri-La Golf Resort Hambantota, Nuwara Eliya Golf Club, Victoria Golf Resort in Kandy, Eagles’ Heritage Golf Club in Anuradhapura, and Eagles’ Golf Links in Trincomalee . Critically, the programme demonstrated that rural talent exists in abundance when given the opportunity. The most compelling success story is that of Adhithya Weerasinghe, a 16-year-old from Anuradhapura who was discovered during the first iteration of Future Lions in 2017 and who has since risen to become one of Sri Lanka’s most promising junior golfers, finishing joint ninth at the APGC Junior Championships .

Yet this programme, despite its success, has been constrained by limited resources and the absence of a comprehensive national infrastructure strategy. The majority of Sri Lanka’s golf courses are privately owned facilities and SLG has had to seek special permission to provide junior players with access . 

This is not a sustainable model for national development of the sport.

What the Government Must Provide to Sri Lanka Golf (SLG)

The government, through the Ministry of Youth Affairs and Sports, must provide a comprehensive support package to SLG that goes beyond token recognition. This package must include:

1. Dedicated Funding and Financial Support

A dedicated annual budget allocation for golf development, separate from general sports funding, must be established. This funding should cover:

• Grassroots programme expansion: Scaling the Future Lions model to reach every province, targeting at least 5,000 children annually by 2028.
• Coaching and coach education: Funding for professional coach development, certification, and deployment to rural areas.
• Equipment provision: Subsidised or free equipment for junior players from low-income backgrounds.
• Competition support: Travel and accommodation costs for junior and amateur players representing Sri Lanka internationally.
• International Competition: Replace event-by-event Ministry approval for junior players with a streamlined, pre-approved framework that enables eligible athletes to compete in recognised overseas tournaments while maintaining appropriate regulatory oversight.

2. Infrastructure Development and Access

The government must recognise that public access to golf facilities is the single greatest barrier to growing the sport. SLG cannot develop professional golfers from rural communities if those communities have no access to courses.

The government must:

• Develop at least three new public golf courses in strategic locations outside Colombo, prioritising areas where Future Lions has already identified talent (Anuradhapura, Trincomalee, Hambantota).
• Mandate access agreements with military-owned courses, ensuring that these facilities are available to SLG for junior development on a permanent, formalised basis.
• Provide land for golf academies in each province, modelled on the successful academies established through Future Lions.
• Upgrade existing facilities at Tri-Forces golf courses to international training standards.

3. Institutional Strengthening

For SLG to effectively develop the sport, it must have the institutional capacity to do so. The government should support:

• Full-time professional staff: Funding for a full-time High-Performance Director, Junior Development Manager, and Coach Education Coordinator.
• Administrative support: Streamlined registration with the Ministry of Sports and timely approvals for international affiliations.
• Governance support: International coaching and technical assistance to ensure SLG meets international governance standards required by the R&A and other bodies.

4. A National Vision: Ten Professional Golfers in the next Five – Ten Years

The government, in partnership with SLG, must establish a clear, measurable national target: at least ten Sri Lankan professional golfers representing the country on international tours within the next five – ten years.

This target is ambitious but achievable. Sri Lanka already has a proven pathway. K. Nandasena Perera qualified for the Japan Golf Tour and Asian Tour, and his son Mithun has followed in his footsteps. Anura Rohana has won six times on the Professional Golf Tour of India and competed on the Asian Tour . Mithun Perera has won seven events on the PGTI and recorded three runner-up finishes on the Asian Tour .  Nandasena Perera (1990) and Anura Rohana (2002) have brought golfing pride to Sri Lanka by winning the Silver Medal at the Asian Games respectively.

The talent exists. What is missing is the systematic infrastructure to identify, develop, and support it. 

A ten-year plan to produce ten touring professionals would require (but not limited to):

• Identification: Expanding Future Lions to reach every province, screening at least 2,500 children annually.
• Development: Establishing provincial academies with professional coaching, providing 250 selected juniors with year-round training.
• Elite preparation: A national squad programme with international competition exposure, sports science support, and financial assistance.
• Professional transition: Support for top amateurs turning professional, including entry fees, travel, and living expenses for their first two years on tour.
• Infrastructure Development: Expand Sri Lanka’s golf infrastructure through the development of new public golf courses and by providing greater access to and utilisation of existing golf courses and facilities especially owned by the Tri-Forces.

5. Accountability and Oversight

Government support must come with clear accountability. The government should require SLG to:

• Submit annual development plans with measurable targets.
• Provide quarterly progress reports to the Ministry of Sports.
• Publish transparent financial statements accounting for all public funds.
• Demonstrate geographic and socioeconomic diversity in talent identification and development.

The Cost of Inaction

While Sri Lanka possesses significant potential for golf development, limited public investment, administrative constraints, and restricted access to certain Tri-Forces-owned golf facilities have limited the broader growth, accessibility, and utilisation of the country’s golfing infrastructure. Sri Lanka has fewer than ten golf courses, compared to over 200 in Thailand and 150 in Vietnam. The nation has produced only a handful of professional golfers in its entire history. Meanwhile, the global golf tourism market is worth US$28 billion, and Sri Lanka captures almost none of it.

The cost of inaction is measured not only in lost economic opportunity but in lost human potential. Every child in Anuradhapura who could become a professional golfer, every rural community that could benefit from golf tourism, every young person who could find a career in the golf industry—these are the real casualties of government neglect.

The Path Forward

SLG has demonstrated that it can deliver results with limited resources. The HSBC Future Lions programme has already produced nationally competitive players from rural communities. The question is not whether SLG is capable of developing the sport—it is whether the government will provide the support required to scale that success.

The government must recognise SLG as a strategic partner in national development, not merely another sports federation seeking funds. Golf is not a marginal sport; it is a US$100 billion global industry that Sri Lanka is uniquely positioned to enter. But entry requires investment, and investment requires vision.

The government’s responsibility is clear: fund SLG adequately, provide access to infrastructure, remove bureaucratic barriers, and hold the governing body accountable for delivering results. In return, SLG must deliver what it has already proven it can: world-class golfers, rural economic development, and a new source of national pride.

Private Sector Opportunities

• Course Development: Investment in new golf courses
• Hospitality: Golf hotels, resorts, and experiences
• Retail and Services: Equipment sales, coaching, maintenance
• Event Management: Tournament organization and hospitality
• Corporate Sponsorship: Brand building through golf

A Vision for Sri Lanka’s Golf Economy

Sri Lanka can achieve significant economic benefits through a strategic golf development programme:

Short-Term (1-3 Years)

• Development of 2-3 new public golf courses
• Establishment of a national golf tourism marketing campaign
• Launch of corporate sponsorship programmes
• Hosting of international tournaments

Medium-Term (3-5 Years)

• Development of 5-10 additional courses
• Establishment of a professional golf academy
• Growth of golf tourism to significant revenue levels
• Development of domestic golf industry expertise

Long-Term (5-10 Years)

• 50+ golf courses across the country
• US$500M+ in annual golf tourism revenue
• Significant foreign investment in golf infrastructure
• Sri Lanka recognized as a premier Asian golf destination
• Golf contributing 0.5-1% of GDP

The Call to Action

The economic case for golf development in Sri Lanka is overwhelming. The global golf industry is a US$100 billion powerhouse, and Sri Lanka captures almost none of this value. India and Vietnam have demonstrated that strategic golf development delivers measurable economic benefits across multiple sectors.

The Sri Lanka Golf Clubs Market is projected to witness growth accelerating to 10.22% in 2027, indicating a window of opportunity. As market analysis suggests, addressing the challenges facing the golf industry “would require targeted marketing efforts to increase awareness, initiatives to make golf more accessible and affordable, and investments in improving golf infrastructure in Sri Lanka” .

The benefits are clear:

• Direct economic impact: Tourism revenue, foreign exchange, investment
• Indirect economic benefits: Property value appreciation, employment, industrial development
• Strategic benefits: National branding, international profile, foreign investment attraction
• Long-term sustainability: A new economic sector with export potential

The time for talk is over!!
The government and private sector must recognize and invest in golf’s industrial potential. 

The next article in this series will examine the socio-economic benefits of golf, focusing on its power to transform lives and communities through social mobility and rural development.

By Affli Raheem

The Writer is a seasoned golfer, patron, operations director, consultant, and writer, equipped with a diverse range of experience across fields such as business management, education, consultancy, and journalism. Send your queries to : afflli.raheem@gmail.com