過去的一年充滿了不確定性，帶來了社會文化的重要轉型：

Despite its tumultuous uncertainty, the past year has anchored several cultural movements:

業主和開發者們現在有機會可以改變高爾夫球場單一用途的模式，令其吸引更廣泛的受眾。

Owners and developers now have an opportunity to adapt the current single-use model and make golf resorts more attractive to a broader audience.

與此同時，高爾夫運動正盛行。

Golf, meanwhile, has surged.

然而，這些面積達90至100公頃的開闊場地，往往一天接待不到200人。這些高爾夫球場的開發往往出于以下兩點原因：

However, these huge land parcels, sometimes as large as 90–100 hectares, are often used by fewer than 200 people a day. Their development is mostly driven by one or two factors:

沒有人會質疑后者的持續有效，但是有跡象顯示，在有些地方，前者已經越發不重要。這就帶來了問題：如何在特定的地點和市場中重塑高爾夫體驗？我們見證了生活方式酒店以及酒店中家庭類設施的增長，現在迎來高爾夫的閃光時刻。高爾夫度假區業主和開發商現在可以改變球場單一化使用的現狀，令其吸引更廣泛的受眾。將球場及周邊社區打造得更具實用性和可持續性，并帶來更多的收入。

Nobody doubts that the second point remains valid, but evidence does suggest that, in some locations, the first argument gets weaker and weaker. Which begs the question: how can the golf experience be reimagined for specific locations and markets? Just like we’ve witnessed the rise of lifestyle hospitality and family amenity, golf too can have its moment. Owners and developers now have an opportunity to adapt the current single-use model and make golf resorts more attractive to a broader audience. And make the land and surrounding community more useful and sustainable. And the parcel more profitable.

當然，有人肯定會問：即使在全球疫情之下，高爾夫運動也依然盛行，那么還有必要考慮這些嗎？

Of course. it’s fair to ask: if golf is already enjoying success, even during a global pandemic, are these considerations necessary?

是的，有必要。這一年發生的文化轉型，賦予我們響亮而肯定的回答。

These cultural movements lead us to answer that question with a resounding yes.

我們可以充分利用這些文化轉型所帶來的機遇，設計出吸引更多業主的全年適用性社區。

By addressing the opportunities that have been elevated by this year’s cultural shifts, we can design communities with year-round appeal to a more diverse population of invested residents.

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