My way of looking at it is that talent is relative. From the architecture standpoint, it's just business. If I developed a course, I'd think through the market. Who do I want to attract to the course? How do I do that, etc. Personally, I shoot for the middle to lower end, since that's where the potential for "growing the game" and making money is. I'd task my architect to build a course that's fun for the vast numbers at the top of the Bell curve to enjoy playing. The trick would be to figure out what makes golf fun for the great unwashed masses. Just a guess, but a course that plays relatively simply and looks nice and sort of sexy. Now, there could be different business models. Build a great championship course, one fit for a tour event, and rely on that prestige to bring in others, members or resort guests, who can pay the big bucks and not care a wit about the game, but only the "status" of playing my course.