Marketing becoming top priority for courses

Golf Course News, Jan 2003 by Rice, Derek

It's no secret that rounds played numbers declined in 2002, while the number of golf courses continued to rise. What that means for owners and operators is that there are more people competing for essentially the same size pie as we saw in 2001.

To draw more players and frequency to properties, owners and operators must recognize the importance of marketing themselves, according to Kim Allison of Scottsdale, Ariz.-based golf marketing firm In One Advertising and Marketing.

"Courses are going to have to compete in the marketing arena, and I think people are starting to recognize that, but most of them don't know where to start or what to do," she said.

The first step, Allison said, is to understand your property's position in the marketplace, along with what unique need you can bring to market.

"There's such a sea of sameness and there are so many properties that are afraid to take some kind of unique stance," she said. "Their advertising is very generic and all of a sudden, the consumer can't really understand the differences. They need to understand what are the unique selling propositions for your property, because if they don't have any, they'd better bet some.

"The challenge is going to be to find ways to keep it from always being a competition on price, because then everybody loses," she added.

One way courses can drive play is through customer loyalty programs. Desert Willow Golf Resort in Palm Desert, Calif., uses a card printer, the Zebra Eltron P420, to create "instant" ID badges that golfers can purchase to become "members" during the summer. The immediacy of the technology makes the program more attractive, said Roberta Olden of Desert Willow's marketing department.

"Using the P420 on premises to make ID cards eliminates golfers having to provide extra documentation every time they come in," Olden said. "The plastic cards look more professional and the Eltron printer allows us to immediately print a new member's card, and is very cost-effective and easy to use."

Allison said these types of programs are a great start, but should not be the end-all of a program.

"Loyalty is the name of the game, but it's not just about presenting a frequency card," Allison said. "It's about building a relationship with a set of customers."

Olden said Desert Willow recognizes this need to build relationships and, to that end, envisions using the ID cards for much more than temporary memberships. One possibility the course has explored is to provide cards to Palm Desert residents to allow them to play golf at a reduce rate year-round.

Marriott, which owns and operates 27 courses across the United States, recognized the need for a marketing initiative relatively early in the game.

In 2001, the company initiated its Yard Card program, which offers incentives for repeat play, as well as an e-mail club to reach out to potential customers.

"Both programs have worked extremely well," said Steve Hupe, director of golf at Marriott's Stone Mountain Golf Club. "With the email club, we send out monthly, personalized golf special e-mails designed to increase rounds during slow periods. The Yard Card is patterned after the Subway sandwich card in that a golfer who pays the full rate during the week receives a stamp on their card. After five stamps, the golfer earns a complimentary round any day of the week."

The bottom line for courses, Allison said, is to recognize that a marketing budget is no longer a frill in the golf business.

"Courses haven't been used to budgeting in those costs, but they are critical right now," she said. "It's a necessity for survival."