Page 18 - GBC Spring 2019 ENG
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Golf Business Canada
“The player who
comes for that 7am
tee time on a Saturday or Sunday is likely a different customer than the one who plays at noon on a Monday.”
space and enhance your meeting space. We did exactly that at 2 of our facilities in Eagle Quest Golf and drove new customers to the facilities and increased our F&B bottom line.
A further example is tee times. The player who comes for that 7am tee time on a Saturday or Sunday is likely a different customer than the one who plays at noon on a Monday ...and is equally as different from a customer who tees off for twilight.
All are important to the bottom line. Understanding who each group is will give you insight on how to market to them. Once you’ve identi ed and understand your customer pro les, you can develop marketing strategies to align your value proposition to reach each customer group.
Talk to each group,  gure out where they think/visit outside your golf course so you can reach them effectively. What is important to each of these groups should dominate your messaging to drive
them to your course more often and get them to bring others with them.
Research the broader market to understand the alternatives to not only the tee times you offer, but your other revenue streams as well. How does your facility/service/ customer interaction compare to these other facilities/offerings? How do your prices compare? Why do customers go to their golf course or restaurant vs. yours? Often, it’s a matter of perception. Many non- golfers don’t realize they can come and have a great experience at your facility. How many golf courses have a far better patio than the chain restaurant down the road that overlooks a busy street? Tell your future customers about yours!
2. OPERATING PROCESSES
The second category of value drivers your organization should be evalu- ating is your operating processes. Do you have de ned processes and procedures that all of your staff are trained to utilize? If you don’t, you’re likely losing opportunities to reduce costs by creating mainte- nance and operating inef ciencies or missing out on opportunities to increase revenue by cross-selling services. This could be as simple as ensuring all staff know what events are happening at your course on a daily, weekly, monthly basis. Everyone who works with you is a “sales agent” for the course.


































































































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