Management companies increase marketing focus

Golf Course News, Sep 2002 by Rice, Derek

Faced with flat rounds numbers and increased competition in many markets, management companies,

many for the first time, are needing to rethink the way they sell and market their properties.

For example, Scottsdale, Ariz.-based Intrawest Golf recently launched a pilot program at The Raven Golf Club at South Mountain. The new sales process Intrawest is test-driving involves identifying the individual strengths and weaknesses of each of its properties and then matching those strengths with customer segments to create customized golf products that address specific customer needs.

"We aren't fixing something that's broken," said Jim Lancott, Intrawest's director of revenue maximization. "We're shifting our resources and our tactics to enable our golf properties to better serve the wider range of customers that make up the core of their businesses."

At South Mountain, Intrawest reviewed client data and analyzed market trends to determine that the club was best suited for serving corporate golf clients and travel and tour operators. To address these findings, the club hired Don Smith as corporate alliance manager and Kristian Anderson as tour and travel manager. Taking its cue from client suggestions, the club has introduced a corporate play program and a season ticket package, both of which are designed to make it easier for corporate clients to use golf for business purposes.

Once Intrawest has an idea how well the program is doing at South Mountain, it will look at the sales structures at the rest of its nearly 30 golf courses across North America to see if their sales and marketing processes can be adapted to better serve clients.

CAUGHT IN THE WEB

Championsgate, Fla.-based Meadowbrook Golf Inc., like many course owners, managers and operators, has taken to the Internet to draw attention to its course portfolio. Most of the courses were already online, but the Meadowbrook program provides a sense of uniformity and, through partnerships with Scottsdale, Ariz.based In One Advertising & Design and Edmonds, Wash.-based Cybergolf, provides new marketing opportunities.

"The Internet allows us to further enhance customer profiling characteristics, increase golfer convenience, as well as develop one-to-one marketing programs based on individual behavior," said Mike Kelly, Meadowbrook's vice president of marketing and development.

Kim Allison, president and creative director of In One, saw an opportunity in rounds played data and market saturation. Her firm has developed a cottage industry around helping owners and managers market their courses, which Allison said is based on both a "business and pleasure" approach.

"We understand both the finance and the fun of golf, and have applied that understanding to the production of advertising campaigns and collateral materials that help put our clients on the map in their respective markets," Allison said.

In One also helps courses find low-cost means for promoting nongolf services, which Allison said is something many owners and managers have yet to consider.

"Many golf properties simply do not have the budget to produce high-quality promotional pieces to market their ancillary services, which are becoming increasingly more important to a course's bottom line in a tough economy," Allison said. "While those areas were not always a high priority for many golf courses, savvy owners and operators will make them a priority in the future."

This isn't simply a case of someone unfamiliar with an industry swooping in to reap the benefits of a down time. Prior to founding In One, Allison was communications and creative director for American Golf Corp.,