Victory Prediction of Ladies Professional Golf Association Players: Influential Factors and Comparison of Prediction Models

This study aims to identify the most accurate prediction model for the possibility of victory from the annual average data of 25 seasons (1993–2017) of the Ladies Professional Golf Association (LPGA), and to determine the importance of the predicting factors. The four prediction models considered in this study were a decision tree, discriminant analysis, logistic regression, and artificial neural network analysis. The mean difference in the classification accuracy of these models was analyzed using SPSS 22.0 software (IBM Corp., Armonk, NY, USA) and the one-way analysis of variance (ANOVA). When the prediction was based on technical variables, the most important predicting variables for determining victory were greens in regulation (GIR) and putting average (PA) in all four prediction models. When the prediction was based on the output of the technical variables, the most important predicting variable for determining victory was birdies in all four prediction models. When the prediction was based on the season outcome, the most important predicting variables for determining victory were the top 10 finish% (T10) and official money. A significant mean difference in classification accuracy was observed while performing the one-way ANOVA, and the least significant difference post-hoc test showed that artificial neural network analysis exhibited higher accuracy than the other models, especially, for larger data sizes. From the results of this study, it can be inferred that the player who wants to win the LPGA should aim to increase GIR, reduce PA, and improve driving distance and accuracy through training to increase the birdies chance at each hole, which can lead to lower average strokes and increased possibility of being within T10.

The Fractured Messaging of the National Collegiate Athletic Association and Its Members in Response to COVID-19

The sports world’s near universal moratorium in response to the COVID-19 pandemic was abrupt and unprecedented. From professional leagues to youth sports, doors were closed to competitions and events to help stop the spread of the coronavirus. The hiatus began at one of the busiest times on the calendar for sport, with the National Basketball Association and National Hockey League seasons concluding; the Women's National Basketball Association and National Football League drafts taking place; Major League Baseball's spring training nearing its conclusion; the Professional Golf Association and Ladies Professional Golf Association Tours starting their seasons; and the National Collegiate Athletic Association's marquee events, the Division-I men’s and women’s basketball tournaments, set to begin. The suddenness of the interruption was met with a need by the various sport entities to engage their public with information about their respective responses. The statements that emerged on or after March 12—“the day the sports world stopped”—were not all the same. Many of the statements, in fact, were quite different. That was especially the case with the National Collegiate Athletic Association, whose governance structure and messaging practices hindered their ability to have a uniform response. The purpose of this essay was to examine the public messaging of sport leagues and organizations and to discuss the effectiveness (or ineffectiveness) of those public statements.

The Impacts of the Perceived Golf Course Brand Globalness on Customer Loyalty through Multidimensional Perceived Values

The purpose of the present study is to investigate the relationships among brand globalness, perceived values (i.e., functional, emotional, social, and altruistic values), and customer loyalty in the context of Korean professional golf tournaments. Data were collected from spectators (n = 198) of two golf tournaments organized by the Ladies Professional Golf Association (LPGA). The results showed that golf course brand globalness positively influenced perceived value (i.e., functional, emotional, social, and altruistic). Perceived value (i.e., functional, emotional, and social) was found to be related to customer loyalty. We also found a mediating effect of perceived value (i.e., functional, emotional, and social) on the relationship between golf course brand globalness and customer loyalty. Theoretical and managerial implications along with suggestions for future research are discussed.

Golf club characteristics and vertical force distribution associated with pitch and lob shots of different carry distances

The purpose of this study was to investigate the club characteristics and vertical force distribution of pitch and lob shots of 20 and 30 m in female golfers from the Korean Ladies Professional Golf Association (age: 21.3 ± 1.7 years; height: 161.5 ± 4.4 cm; body weight: 60.3 ± 5.6 kg; career: 7.5 ± 1.7 years). Ten infrared cameras and two force plates were used to record the swing of each golfer. The test golf swings included a pitch and lob shot to target distances of 20 and 30 m. The carry distance for the 20 and 30 m shots was affected by club shaft angle, loft angle, projected ball angle, and club head speed. Pitch and lob shots were distinguished by ball position, club shaft angle, loft angle, vertical force distribution, projected ball angle, and club head speed. For the lob shot, the ball was positioned about 6 cm toward the left foot from the center of the heel marker, compared to the ball position in the pitch shot for the 20 and 30 m shots. In addition, the loft angle was 10° wider and the vertical force of the right foot was 4% greater than for the pitch shot. The projection angle of the ball for the 30 m lob shot was 57°, while that for the pitch shot was about 47°. Taken together, the within-player between-task design and the realistic well-practiced goal-directed experimental tasks provided an opportunity to determine how individual players modify their control strategies to regulate shot distance and ball trajectory when using the same club. These findings have practical implications for coaches and for golfers aiming to improve their short game ability.

Exploring the Determinants of Success among Ladies Golfers by DEA-SBM Model

Different from previous studies focusing on the skill performance in professional golf, this study utilize the non-oriented SBM model of DEA to evaluate the performance of the Ladies Professional Golf Association Tournament players. DEA is used to assess the overall efficiencies, as well as to conduct slack variable analysis of players' performance in 2008 based on the LPGA official web statistical data. In this study, four inputs (including Average Non-green Shots, Putts Per GIR, Sand Saves, and Average Driving Distance) and two outputs (Scoring Average and Official Money Ranking) are selected as the performance index of LPGA players. The results confirm that the most efficient players are not necessarily the top players on the list of official money ranking but also the lower positions. Inefficient players could advance their games varied by skills in lowering the strokes and raising their earnings as improving range suggested. Skill competencies of professional golf players seemed to be weighted differently and players shall choose the right direction for improvement to advance their career earning efficiently on the tours.

Age and Performance Under Pressure

This article explores how well an individual manages his or her own talent to achieve high performance in an individual sport. Its setting is the Ladies Professional Golf Association (LPGA). The order-m approach is explained. Additionally, the data and the empirical findings are presented. The inputs measure fundamental golfing athletic ability. The output measures success on the LPGA tour. The correlation coefficient between earnings per event and the ability to perform under pressure is 0.48. The careers of golfers occur on the front end of the age distribution. There is a classic trade-off between the inevitable deterioration in the mental ability to handle the pressure and experience gained with time. The ability to perform under pressure peaks at age 37.