PXG established the niche for high-end equipment in the U.S., leveraging breakthrough technology and sophisticated manufacturing processes to differentiate from the industry’s major club makers.
Parsons Xtreme Golf, better known as PXG, was founded in 2014 by billionaire businessman and philanthropist Bob Parsons, the man behind domain name registrar GoDaddy. An avid golfer, Parsons got into the golf club manufacturing business because it was something he was passionate about; he’s claimed to have spent in excess of $250,000 a year trying to find the right equipment.
PXG’s clubs aren’t found in traditional golf retail outlets and big box stores. The company instead has offered high-end, experiential club-fitting opportunities, serving golfers in almost 50 countries worldwide through a fleet of mobile Master Fitters, thousands of elite green grass partners, a limited number of retail partners (including Club Champion), and more than a dozen international distributors. In addition to its growing prominence in the U.S., PXG has been extremely successful in a number of Asian markets, among them Japan, South Korea and Taiwan.
As PXG continues to grow, it is introducing standalone retail and fitting locations in an effort to even better serve consumers while maintaining control of its distribution. The standalone stores feature fitting bays, a putting green and an expansive retail area that includes PXG’s new apparel line.
When he started the company, Parsons brought in a pair of highly respected club designers (Mike Nicolette and Brad Schweigert) who had long careers with PING and tasked them with building the best golf clubs on the market. PXG prides itself on no cost or time constraints and no equipment cycles, allowing designers to research new high-performance alloys, explore new technologies and identify unique properties that would make the company’s clubs different.
With sets that can sell for upward of $5,000, PXG has established a unique foothold in the equipment marketplace and isn’t necessarily competing with the big-name brands for consumers.
Parsons says those who are loyal to the major players in the industry are at a different end of the market and that his clubs cater to a different type of clientele, likening it to a consumer who would prefer a high-performance automobile like a Ferrari over cars such as Honda or Toyota.
“When I came into this market I elected to only sell to the top end of the market,” Parsons said. “We don’t have an equipment cycle. Our equipment cycle is when we develop something that we believe is without a doubt superior.”