Tag: communicate

Spread the Goodness of Golf

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Hardy Greaves, the boy who learned about life through golf in the 2000 movie The Legend of Bagger Vance, had an early appreciation for the game.

“You really love this game, don’t you,” local golfing legend Rannulph Junuh (Matt Damon) asks Hardy.

“It’s the greatest game there is,” Hardy (J. Michael Moncrief) shoots back.

“You really think so?”

“Ask anybody. It’s fun. It’s hard and you stand out there on that green, green grass, and it’s just you and the ball and there ain’t nobody to beat up on but yourself,” Hardy says, adding for proof the example of a club member whose incurable golf swing has broken his toe three times, but who keeps coming back for more. “It’s the only game I know that you can call a penalty on yourself, if you’re honest, which most people are. There just ain’t no other game like it.”

Tens of millions of golfers have a similar love affair with a simple game. But not enough of us take the time to say so and explain to others why we feel as we do, how golf teaches valuable lessons, and why it’s important to our local communities and planet. And that’s a shame because the game and business to which so many devote so much of their time needs our voices and our support.

Beyond the dedicated work being performed by superintendents, golf professionals and managers, and beyond the enthusiastic embrace of the more than 24 million Americans, golfers need to remember that golf and golf courses add so much to lives which are great and small, influential and not, privileged and not. Golf courses serve as critically important open spaces and environmentally safe havens. They also provide water retention and flood-control solutions for many communities. And by employing so many people, they bring economic vitality.

Here are three ways to support golf and expand its impact for generations to come:

1. Promote the game and the virtues it brings to life.

Steadfastness. Work ethic. Capability for facing adversity. Jubilation shared with others. The game is a tireless teacher to those who will learn. It is often a superintendent or golf professional who wields the influence that encourages beginners and engages longtime golfers. Their job descriptions should include a role as storyteller, reliving great moments from their time around the game. Talk to your co-workers and staff members and make sure they know historical and environmental characteristics of your course and the wildlife that your golfers might spot during a round.

2. Make your course a learning laboratory.

Conduct field days when you and your staff provide seminars and discussion groups regarding best practices for irrigation, fertility, water consumption and arboreal care. Make your teaching efforts more than “how to repair a ball mark” and let golfers enjoy the wonders of course care and upkeep And don’t limit your time and knowledge to your adult golfers. Invite local youth to learn about the course and the efforts you’re making toward sustainability. Help them understand that the world would be a better place if more people were as diligent as superintendents in matters of pesticide use, water-taking practices and land conservation.

3. Take golf to heart.

Golf is a heartfelt endeavor. Those attracted to it share an uncommon devotion to the game itself. Golf is a healthy game, as well. Fresh air and a practically unmatched opportunity to get steps in for the day, not to mention beautiful landscapes, sunrises and sunsets, along with special moments with friends and family.

Edwin Roald, a member of the European Institute of Golf Course Architects, cites seven important health benefits of golf participation: heart health, brain stimulation, weight loss, stress reduction, increased longevity, low frequency of sport-induced injury, and a good night’s sleep.

The smart millennials at NextGenGolf call out five factors arising from golf participation: good for your body, good for your mind, helps to make new friends and business connections, ability to play the game into old age, and the opportunity to experience and protect nature.

There are so many reasons to make golf more a part of your life and to spread the good word. Young Hardy Greaves sure knew what he was talking about.

This article with authored by Henry DeLozier for Golf Course Industry magazine.  Henry also made his Beyond the Page debut to talk about the goodness — the greatness — of golf in a conversation with Golf Course Industry managing editor Matt LaWell. Listen to the podcast below and visit the GCI website to subscribe to the Beyond the Page podcast.

 

Walking in the Customer’s Shoes

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This article is written and produced by Sue Shapcott, PhD. Sue is the founder of Change Golf Instruction, a golf coaching business that partners with public golf courses, and Sports Query, a consulting business that assists sports organizations incorporate social science into their policies and practices. Sue is based in Madison, WI.

Club staff, including managers and coaching professionals can, over time, become immunized to the customer experience and the various touch points that form it. Guest writer, Sue Shapcott, reveals how clubs should take the time to understand this experience – and why it’s crucial when it comes to attracting women, minorities and families.

Without knowing it, club staff can be reinforcing an experience that is off-putting and unwelcoming to prospective members and (current) minority groups.

In a male-dominated sport such as golf, gender stereotypes play a significant role in shaping and affirming people’s views of a club – particularly women.

Think about it: walking in to see a large group of men congregated at the bar, being greeted with a wall of products for men in the golf shop, clubhouse walls adorned with pictures of men in quintessential golfing attire. All of these cues serve to induce stereotype threat. Stereotype threat, by definition, is the demotivation someone may feel when they identify with a negatively stereotyped social group. The traditional golf environment, unfortunately, is likely to induce stereotype threat in women, children and minorities because it underscores who is, and who isn’t a typical golfer.

As well as inducing stereotype threat, the golf club environment will also impact the sense of belonging women and minority groups experience in traditional golf clubs. Conforming to a club’s traditions means accepting this ecosystem which may feel unfair, unbalanced, and ‘just the way it is (and has always been)’.

But importantly for clubs seeking new members, these groups are making a choice based on their experience at that club. Is this somewhere they visualize spending time (with their family)? Do they want to spend time here? Does it have the potential to become a core part of their life or lifestyle?

If they feel forced to conform, and conforming means signing up to an experience that will not enhance their lifestyle, then, simply put, they will not.

Why does it matter?

Removing stereotype threat experienced by women and minority golfers can be a difficult challenge for many clubs out there. It can mean unpicking a culture which, understandably, takes time.

But allowing the cycle to continue will restrict growth and diversity in your current membership base, as well as your prospective target markets – especially at a time when we know younger generations value family time together. So much so they will base purchasing decisions on how these will enhance their collective lifestyle.

Where to start

Shifting the culture starts by seeing the world through the eyes of women and minority groups.

Accompany existing and prospective members on a customer walkthrough and all of a sudden, things will become more apparent. You’ll quickly see what and why things need to change. For example, does your leadership team look like the face of golf’s past, or future? Does the club have photos that celebrate both men and women players?

Unite all the club staff around this process. Educate them on the prevalence of stereotypes, and their effect. You can then arm staff with the knowledge they need to neutralize the environment. Tackling the issue in unison will ensure that staff are conscious and aware, and there are no gaps in the club’s approach.

What areas can you expect to confront and overcome stereotype threat typically experienced by women and minority golfers? Here are some areas which are common, yet often overlooked:

Marketing – if you market to the spouses of existing members what images and/or videos are you choosing to include? What is that telling them about the club? Chances are, you could be confirming stereotypes without realizing it. It’s not about provisioning certain types of images and videos ‘because it’s the right thing to do’. It’s about doing it because clubs need to understand their influence and not inadvertently confirm certain stereotypes – especially when it will harm their goals in the long run.

Coaching – coaches should make it clear to women that they have a high expectation of their ability and performance (dispelling the stereotype that women are somehow not as strong in their ability).

Clubhouse – a contemporary environment which suits the needs of all members is what clubs should strive for. Remove unnecessary imagery which serves to reaffirm certain stereotypes and make it a place where all profiles of member can enjoy, relax and spend time.

Golf Shop – being greeted by rows of hardware, mainly for men, can be a daunting experience – especially so for women new to the game. Make service your priority, and dispel any fears minority groups may have by handing them the knowledge they need to make informed purchasing decisions.

On the course – tees labelled by gender are extremely commonplace, yet are a constant reminder that women don’t hit the ball as far and that this somehow makes their ability inferior. By changing your tees to difficulty-based rather than gender-based creates more of a level playing field and removes the gender factor and associated stereotype threat.

A rallying call

Change at clubs is always difficult when there’s a threat of alienating a certain group – in this case the core membership. But this is where it’s important to take a step back and assess the fork in the road in which we find ourselves:

Road A: We do the same thing. Members age, member numbers recede, and the cycle of stereotype threat experienced by women and minorities continue.

Road B: We open up, we see our club differently, we remove stereotype threats and create an environment a more diverse range of prospects want to be a part of.

As a stakeholder in this industry, I know which future I would rather be a part of.

 

Connect with Sue Shapcott

The Power of Women

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Women are widely regarded as connectors, more likely to invite family members and friends to join them in activities and pursuits than their male counterparts. With that in mind, GGA’s Linda Dillenbeck explores ways in which clubs can increase their appeal to women and unlock new customers in the process.

You have probably read articles encouraging clubs to increase their efforts to attract women and families as a strategy to improve long-term private club sustainability.  Most articles focus on amenities clubs may choose to add or expand, such as adding swimming pools, more casual dining options, or even introducing other sports, such as tennis.

Although the amenity package offered will certainly be a part of a prospect’s decision-making process, equally important, if not more so, is the atmosphere and ambiance a prospect will experience while visiting the club.

Make perception reflect reality

Let’s start with a simple sobering fact; your perception of your club is probably not most people’s reality. To gain a clear picture of how your club is perceived by women and families, you first need to understand what’s important to them and the type of experience they expect.

Conducting a walk-through with different profiles of female and family customers can provide invaluable insights. It’s something all club leaders should be encouraged to do.

To supplement individual club efforts, and help operational teams understand and improve methods of providing a welcoming experience to women and families, I interviewed a number of private club members and club professionals across North America, with some interesting feedback.

“Women are more social then men,” commented Teresa S. “They want to find a connection beyond business or golf, and really get to know someone. If those opportunities are provided through club events, women will bring their family and friends to share in the experience,” she added.

The vast majority of women play golf to have fun and socialize, rather than to post a score. As Kathy G. outlined: “Staff should encourage women and families to play the game as they wish, as long as it doesn’t impede others.”

Comments from several women players related to tee sheet access and were summarized by what Tiffany N. shared.  “The times ladies are allowed to play, typically on Tuesday or Wednesday morning, are not conducive to those of us who have careers. Until private clubs open up their tee sheets, it will be difficult to attract more play for business and pleasure,” she said.

“I always find it interesting when I approach the first tee and meet the starter,” stated Paula F. “They think they are being helpful by telling me where the forward tees are located. They make that statement based on gender, not skill. My advice to any course operator is to instruct their starters to remember this thought: ‘If you wouldn’t say it to a male golfer, don’t say it to a female golfer’.”

Create fun and relaxing events

Keeping two thoughts in mind – women value social experiences and enjoy connecting with family and friends while having fun – will help staff understand the elements your club should focus upon when planning events. To help you get started, here are some examples of events designed to gather women, their families and friends at the club.

  • Schedule ‘Play as you Wish’ days, inviting members to bring family and friends to play golf using formats such as alternate shot, best ball, or middle of the fairway tees that won’t impede play, but will be less intimidating for those who are not avid players.
  • Create ‘Share the Game with a Friend’ days which are crafted to be informative and fun. Instructors can provide basic tips, along with their Top 5 Ways to Feel Comfortable on the Course (positioning this as ‘Course Etiquette’ is not a good idea). Follow the range time with the opportunity to play three holes after which everyone can gather for fun, food, and have the opportunity to ‘ask the pros’ questions that arise from their experience.
  • Hosted events, conducive to family and friends that don’t involve golf, but focus on entertainment and enjoying time spent with each other. For example, a pumpkin-decorating contest with the club providing the pumpkins and tools, an annual gingerbread house-decorating event for the holidays, or a charitable giving day where members bring items (to which the club adds more) and come together with other members, families, friends and staff to assemble care packages for the local shelter.

Know your audience

Women I know do not believe they deserve special treatment because of their gender. Rather, they simply want to have the opportunity to share experiences with friends and family in a relaxed and friendly atmosphere, where the goal is having fun and creating some lasting memories of time spent together.

When you provide a relaxed and friendly club atmosphere as a stage, where women can accomplish this goal, they will be your most loyal recruiters, spreading positive word-of-mouth advertising and peer-to-peer reviews across their social networks, encouraging family and friends to connect through your club.

A Better Way to Communicate

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Churning out communications to your members with little thought for who you are speaking to and what medium you are using is not a recipe for success.

As GGA’s Henry DeLozier explains, putting a little more thought and attention to detail into your communications is an impactful, and cost effective, way to make your members feel valued and included.

“Communication in our club is poor”

A phrase that is commonplace in surveys and focus groups we run on behalf of clients across North America – often despite the best efforts of club leaders to improve communications at their clubs.

As much as we would like to prescribe a formula that is guaranteed to improve member relations, the reality is that the communications world evolves continuously, including the ways members consume and exchange information, and the platforms on which they do so.

While this can present a challenge, the evolution in communications technology has also brought opportunities to the fore: opportunities to increase the relevance of your communications, learn more about your members habits and preferences, and branch out to networks of potential new members.

With that in mind, there are some tactics you may wish to consider to enhance your communications relationship with members and club stakeholders:

1. Keep your club website relevant.

As Linda Dillenbeck, a director at Global Golf Advisors and a communications expert, observes, “Most clubs’ websites are outdated, disconnected, and dysfunctional.” Dillenbeck estimates that a private club website has a relatively short shelf-life of around three years. When did you last update your website?

Incremental improvements which factor in the latest in web technology enhancements can increase the aesthetic appeal, user-friendliness and accessibility of your site ten-fold.

Think too about regular updates to your image portfolio and news sections. Investing the time and not letting them become dormant shows members that you care and invokes a sense of pride and belonging.

2. Empower club members to communicate.

The advent of mobile camera technology has handed the power for members to become regular content creators, some of whom may produce high quality photographs and videos of your club.

While you cannot control what they say or post, compelling content drawing on the attributes of your club and amplified to member and stakeholder networks can enhance the club’s reputation among members and the outside world.

Vindicate their efforts by engaging through club social media channels, via email or otherwise. It shows you are interested and supportive, and gives a sprinkling of kudos to what they have produced.

3. Organize information into communication “bites”.

The relative attention span of most recipients is shrinking, so the club should look to communicate in small “bites” – morsels of interesting activities, friends enjoying mutual interests or snippets from club events. Keep it short and to the point.

4. Use tailored media.

Rather than indiscriminately provide all things to all members, ask them to personalize their information expectations and preferences into a member profile so that the club may communicate with each member on the member’s terms.

Regular prompts to update their preferences can provide useful insights into any trends developing over time and how this should be translated to what and how you provision information to them.

5. Measure effectiveness.

Monitor engagement levels from all outgoing communications. Track which members are – and are not – receiving and engaging with information from the club.

By doing so you can start to build out segments of members (starting with engaged / not engaged) and begin to increase the relevance of your communications methods and messages.

 

Crafting the right messages takes time and attention, as does knowing how to communicate them. By better understanding what methods and messages are most influential to members and stakeholders, you can start making meaningful progress and increasing engagement.

In any case, make it personal.

What Works on Social?

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The most popular channel may change over time, but the social media momentum continues to grow. For some clubs it can be difficult to know what to post, when and how often. We asked GGA’s Linda Dillenbeck to spell out all things social.

There is not a day that passes that doesn’t have a news report about something posted on a social media channel. Nor does a day pass when you don’t see consumers glued to their devices and feverishly typing the latest content they simply must share.

Whether we like it or not, social media has changed the way consumers communicate and gather information. Today, brands must have a social media presence or they miss the opportunity to reach 78% of the U.S. population who rely on these platforms to connect, gather information and socialize.

Consider these facts from Statistica and the Pew Research Center:

  • 68% of U.S. adults report they are Facebook users. Roughly three-quarters of those users access Facebook daily.
  • Facebook use is relatively common across a range of age groups, with 68% of those in the 50 to 64 age range and nearly half of those 65 and older report they use the site.
  • Over 70% of Instagram users are between the ages of 25-65. The share of users 35-54, a key target for future club prospects, is 30.2%.
  • Twitter has 67,000,000 users in the U.S. Of that number, 46% access the site daily.
  • LinkedIn has approximately 154,000,000 users in the United States, around half of whom are college graduates living in high-income households.
  • Women are nearly three times as likely as men to use Pinterest (42% vs. 15%).

Despite the reach of social media, we often hear the reason clubs are not active on most of these platforms is because they don’t have enough time. Our first recommendation is always this: Find the time.

Your members and prospects are engaging with these platforms on a daily basis, and what they read, see and hear there plays a part in their decision-making. Without any Club presence, you forego this opportunity to engage with their lives and influence them.

Furthermore, a lack of presence can leave you at a competitive disadvantage. In the cases of Instagram and Facebook, these social media platforms will create “unofficial pages” displaying user photos and comments about their experiences. This hands consumers control of your brand message, allowing them to dictate the tone of conversation and could lead to a misrepresentation of your Club in this space.

Channel choice

To select the social sites most appropriate for your Club it helps to understand each platform’s purpose as well as consumer expectations for the type of content they seek.

Facebook users want to be entertained, educated, informed and obtain answers to questions in real time. On Facebook, your posts can be longer and include website links. You can also create events (open or closed) to promote to your members, prospects and wider stakeholders.

Instagram is a platform to share your story through photos and video. When users log onto Instagram, they want to be inspired and surprised by what they see at your Club.

The primary purpose of Twitter is to allow people to share thoughts, opinions, news and events with a large audience. Tweets that generate the most engagement are “how-to” lists, questions and quotes.

Remember, both the nature of the platform and demographic of the users there will dictate that not all are appropriate or impactful for your Club. So be selective, and double up your efforts on which are most fruitful rather than spreading yourself thinly across too many of them.

Crafting your message

The thought of creating content for social sites can be intimidating at first, however, we believe there is plenty of information to share. A few examples include:

  • An individual post of each golf hole with a short description of how to play the hole (that’s 18 or 36 posts).
  • Photos or short videos of your chef preparing signature menu items.
  • Unique and interesting design features found in your clubhouse.
  • Member events and activities. A word of caution here, never post a photo of a member unless they provide permission when the photo is taken.
  • Short golf, swimming or tennis videos offering tips from the professionals on staff.
  • Announcements of staff hires, renovations, special events, etc.
  • Flora and fauna found around the grounds of your Club.

Once you begin posting your content, it is important to monitor the statistics for likes, shares and comments. This information will help you to understand the type of posts generating the most engagement. Once you are equipped with that information, you can focus on how to generate more of the same.

Social media marketing does require time and effort. But once you establish a habit of a monthly or weekly content plan and roll this out you can manage your time investment efficiently, and focus your efforts on establishing a two-way conversation and social identity for your Club. One that, crucially, is consistent with its brand and ethos.

Inspiration

Instagram

Twitter

Facebook

 

This article was authored by GGA Manager and Marketing expert Linda Dillenbeck.

Covering Isn’t Just For Music

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The inimitable Elvis Presley’s version of Hound Dog sold 10 million copies and holds the 19th spot on Rolling Stone’s list of 500 Best Songs of All Time. But the King of Rock ‘N’ Roll can’t claim Hound Dog entirely as his own. Elvis was covering a version recorded three years earlier by Willie Mae “Big Mama” Thornton, an American rhythm and blues singer and songwriter.

Elvis has been accused of stealing or culturally appropriating Hound Dog. But the truth is that covering was even more popular in his day than now. The more important takeaway is that we should always be paying attention to the past, learning from others and developing our own plans for success. There are three distinct plans that club leaders should have within easy reach at all times.

Strategic Plan

A strategic plan should clarify two aspects of purpose: what we are and what do we intend to accomplish. An effective strategic plan builds on the knowledge of past experience and market understanding to describe the club’s goals and objectives.

All businesses benefit greatly from the discipline and clarity provided by sound strategy. Although many golf facilities lack formalized strategy, those that actively use their strategic plans hold a distinct competitive advantage. According to research completed by Global Golf Advisors, 73 percent of clubs that rely on a strategic plan to guide their operations outperform their competition.

Marketing Communications Plan

Most golf courses and private clubs do business in markets that are extremely oversupplied. Further, many of these facilities lack a current and actionable understanding of the people who are their customers, members and prospects. In highly competitive and crowded markets, the advantage goes to those who know whom they are looking for, where to find them and how to communicate with them effectively.

Effective and purposeful communication plans are target specific. Knowing how to communicate with your baby boomer audience is different than reaching millennials, for example. The best communications plans utilize multiple media and reinforce messaging on a disciplined schedule.

Most people find time only for trusted information sources. Thus, golf courses and private clubs have the advantage in most cases of being “known” to their active market segments. What tactics are working best?

  • Robust and engaging websites are the platform for any communications plan today. They must be inviting, engaging and functional.
  • Print communications – newsletters and postcards, for example – are sticky with many golfers, especially those over 50, and should not be disregarded even in a digital age.
  • Engaging social media help create conversations within your community of members and prospects.
  • Video that shows images of people enjoying the golf course and clubhouse activities help tell the club’s stories in authentic ways.
  • Person-to-person contact from key staff members remains a difference-maker. There is no substitute for a personal invitation.

Staffing Plan

Access to affordable labor is one of the most important operational challenges at most golf clubs. With labor costs now exceeding 55 percent of most clubs’ operational expenses, thoughtful planning is essential. Borrowing ideas from the past enables managers to create meaningful relationships with employees and keep them committed to their jobs. What’s more, clubs that encourage their best employees to recruit friends and relatives have an advantage in attracting top talent.

A reliable staffing plan identifies the utilization flow of the facility to ensure that the club is properly staffed at all times. The plan must calculate labor and payroll burden costs to enable dependable budget projections. The best staffing plans show the position title and description, number of employees required, allotted compensation and benefits, and options for flexing staff size and positions as conditions change.

Big Mama Thornton inspired Elvis to lay claim as the King of Rock ‘N’ Roll. Who’s your inspiration, and what’s your plan for success?

This article was authored by GGA Partner Henry DeLozier for Golf Course Industry Magazine.

Managing Your Club Identity

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A private club’s brand is not the same as a chain of hotels or other hospitality business. It’s more personal, more emotional. And when it comes to the set of services, programs and events it offers, they should reflect this emotionally charged identity. GGA Partner, Henry DeLozier, explains how to manage a private club brand and realize what a powerful an asset it can be.

Your brand is in everything you do…and fail to do.

In the Old West days of the open range, where livestock roamed freely across the land, brands were burned into the hides of cattle to identify the ownership. For them, “branding” was a formalized approach of asset demarcation.

Unfortunately, even today, many private club leaders still think that a brand is simply an iconic mark, like that on the rump of a cow, indicating ownership. In the book Principles of Marketing, authors Philip Kotler and Gary Armstrong show that a brand is defined as a “name, term, sign symbol (or a combination of these) that identifies the maker or seller of the product.” However, the concept of brand has advanced significantly from the notion that a trademark could serve as a brand.

Today, brands are stories. They are an intentional assortment of identifying characteristics of goods and services. And leading brands are carefully developed and aimed at pre-identified market segments whose wants, needs, and expectations align with the intended benefits of the product.

Many private club leaders mistakenly believe that their club is a brand similar to Four Seasons, Ritz-Carlton, Marriott, or other businesses that promise superior hospitality services and amenities. A club’s brand – like a private club itself – is highly emotional, and the way the brand is managed must align with that.

In a private club, the brand establishes a promise of services, programs, and events which – together – constitute a promise of emotional reward. The manager will know and use your name, servers will know your preferences, other members will know you to be a person of accomplishment and social standing – thus, the club’s brand is in every interaction and memorable moment.

Following are three disciplines that every club leader should exercise in recognizing and managing their club’s brand:

1. Become knowledgeable about the power of brand.

This requires that club managers and leaders understand the market segments being served by their clubs. Careful market analysis identifies the psychographic motivations that make one club more attractive to members than another. The emotional context of private clubs requires that club leaders understand the human side of what motivated their members to join the club. Status, aspiration and recognition is far more important to club members than price. Club membership is not a transactional relationship.

2. Remain alert to proper brand management methods.

Use the club’s brand to establish and maintain a position of authority for the lifestyle promise made by the club.

Brand management is a full-time job. Seth Godin, the brand and marketing guru who has written some 18 books on related topics, says, “In a crowded marketplace, fitting in is a failure. In a busy marketplace, not standing out is the same as being invisible.”

Given that most private club markets in North America and Europe are significantly over-supplied, the successful clubs are those able to stand out from the crowd and achieve genuine market differentiation. “The easiest thing is to react. The second easiest is to respond. But the hardest thing is to initiate,” Godin adds.

Three keys to managing your club’s brand are (1) leveraging your unique selling position to promote your strengths, (2) use marketing and communications to increase brand awareness, and (3) develop your brand internally so your members can attract their friends.

3. Use your brand to develop relationships.

Empower members to promote the club’s brand through the stories you tell about your club.

When it comes to private clubs, people are attracted by two key elements: brand factors (the key distinguishable traits of your brand), and buyer relationships and stories (how members came to be members, what influenced their decision and how the club now plays a significant role in their day to day lives).

Understand that your club brand is not a trademarked transaction – it is the stuff of imagination and achievement. Godin summarizes this truth observing, “Marketing is no longer about the stuff that you make but about the stories you tell.”

This article was authored by GGA Partner Henry DeLozier.

Making the Connection

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Do you know what makes your club special and different? GGA’s Linda Dillenbeck explains the power of understanding what makes your club unique, and how to communicate that with messages that resonate with your target consumer.

If you want to make your marketing efforts more effective, your first step is to take a step back and look at your Club’s marketing message through the eyes of your prospective customer.

If your message isn’t telling potential members how your Club is unique in the marketplace, and distinct in fulfilling their desire for a club membership, then you are missing an opportunity to make a connection.

And that connection that can be the difference between choosing your club or your competitor’s.

Define Your Brand with A Unique Selling Proposition

That’s simple, right?

You probably have a championship golf course, offering a variety of tees for players of all skill levels, along with a courteous professional staff, in a beautifully manicured setting, with first-class amenities for an active lifestyle…

If these are the phrases you use when describing your Club, then you have fallen into the “sea of sameness” trap. A quick review of your competitor’s brand messages and websites will probably reveal they are using the same descriptions to promote their Clubs.

Defining your brand goes deeper than a recitation of what you have. It’s about who you are. Prospects want to know how you are unique, why you are different and what your Club offers that no one else can.

This is defined as your Unique Selling Proposition, the purpose of which is to inform your prospects why your Club is the best choice, and to justify why your target customers should choose your Club over the competition.

To develop your Unique Selling Proposition, ask your Members and staff to tell you:

  • The one thing that makes your Club different
  • The three words that best describe your Club
  • The short description they use when their friends ask about your Club.

These responses will reveal the current perception of your brand, and provide the starting point for determining what truly makes your Club unique.

Speak to Your Specific Audience

Communication serves several purposes: to inform, to influence, to engage the imagination, and to satisfy expectations.

To ensure your brand message is relevant, you must first define specific audience to whom it is to be delivered. Whether your Club’s target audience is families, low-handicap players, couples or business executives, the information presented should use terms and phrases conveying that your Club understands the audience being addressed, and values what that audience holds in high regard.

All too frequently, marketing messages focus on the Club, whereas prospects want to learn how the Club will improve their lives. By focusing your message on satisfying a need and fulfilling a desire you will capture the attention of your prospect much more often.

And most important, your Club’s marketing messages must create trust and connection with its audience. Today’s consumers appreciate simple and honest messages, unencumbered by hollow boasts. By speaking truthfully, consistently and authentically with your audience, your messages will be much more effective.

Tell Your Audience Your Story

Too often, we observe Club marketing focused on providing a laundry list of adjective-laden amenities in their effort to distinguish their facility from the competition. Unfortunately, most Clubs have a lot of the same amenities.

A more successful way to engage consumers and break out of the “sea of sameness” is to tell the story of who you are, why you exist, the shared values of the Club and its members, and the unique experiences available.

Stories engage people and their imagination, particularly stories about people and experiences. The storytelling method of presenting your Club will engage your prospects, allowing them to cast a role for themselves in the narrative and visualize becoming part of the Club’s story.

Below is a good example of successful storytelling we recently came across. The text appears as the opening paragraph on the Club’s website.

“Imagine a private retreat, nestled among citrus groves, rolling foothills and lush fairways.
Picture a place of connections, camaraderie, competition and ease from the pace of life –
an idyllic environment for a gracious way of living.”

This introduction to the Club highlights both its uniqueness – a private retreat among citrus groves, rolling foothills and lush fairways – and a distinct impression of what the Club values – camaraderie, competition, a gracious way of living – thereby inviting the like-minded prospect into the story.

Understanding what differentiates your Club from the competition, communicating those appealing attributes to the matching audience, and doing it in a fashion properly tailored for their consumption will elevate your Club’s message above the competition and entice your prospects to want to learn more.

This article was authored by GGA Senior Associate and Marketing expert Linda Dillenbeck.

Clubs Should Be Selling Memories

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Today’s fast paced tech savvy society is often called The Experience Economy, which references the ever-rising expectations of customers coupled with the desire for memorable experiences rather than physical possessions (See “Managing Expectations” PCA September, 2018).

The Experience Economy is forcing clubs to prioritize creating unparalleled experiences for their members over simply providing great service, quality amenities or good membership value.

According to Henry DeLozier of Global Golf Advisors, “The memory itself becomes the product and in private clubs today, members relish an unforgettable experience far more than a bargain.”

Different from the past, members now relate membership value to the club’s ability to deliver memorable experiences to their lives and the lives of their loved ones.

Experiences in this context are preplanned activities or events that are packed full of emotional, memorable, shareable impressions that are difficult for others to duplicate. “The key to this entire concept is that the whole is greater than the sum of its parts,” DeLozier explained.

Club executives and operators must shift their focus from simply ensuring enjoyable experiences (dining at the club, great round of golf, good tennis lesson, etc.) to building opportunities for members to establish stories. When members (and their families) become part of a holistic experience, they become part of a story and that is when a positive and lasting memory is formed.

The sky is the limit as each club has endless opportunities to create experiences that speak directly to member perceptions of value.

“Club leaders will find the greatest success in innovative ideas, unforgettable experiences and fresh new concepts that are unique to their club and community,” DeLozier concluded.

This article was authored by GGA Partner Henry DeLozier for the Private Club Advisor.

Protecting Against Project Mythology

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Anyone taking on projects great or small during 2019 might consider a lesson from Phidias, the Greek sculptor, painter and architect.  Phidias is best known for his statue of Zeus, the king of the ancient gods.  However, it was his creation of the statues on the frieze of the Parthenon, the temple of the gods in Athens, from which we can draw an important lesson on project planning and management.

Phidias’s bill for his work on the heroic-scale statues was initially declined.  The bursar of Athens said that the statues should have been created in a front-only perspective, instead of Phidias’s 360-degree perspective, because the statues would be placed well above eye level and citizens would see only the front view.  Phidias replied, “The gods will know.” And his bill was paid.

Every project you plan and execute this year, whether a new swimming pool, the replacement of sand bunkers or a clubhouse remodel, will face 360-degree scrutiny.  Many will evaluate the quality of your work. Here are five important steps to help your efforts stand the test of time:

  1. Plan from start to finish. Lay out the process to be used, the materials required and who will be responsible for a successful outcome.  Organize your project team to ensure that each team member understands where he or she will pitch in and be held accountable.  See that your action plan is thorough.  Comprehensive planning anticipates the end result and establishes standards of expectations.  Ensure that the finished quality of your work is excellent.  Quality is remembered long after cost is forgotten.  Plan the post-completion “unveiling” of your results as carefully as you plan the first meeting.
  2. Set realistic schedules. Avoid over-promising and being unnecessarily conservative.  Creating a critical path of the actions required to complete the project is an important key.  Scheduling also requires a complete plan.  Many projects – and the credibility of those responsible for them – are undermined by incomplete or poor scheduling.  Establish a broad understanding of when you will execute in-process measurements and evaluations.  The things that are measured get managed. Get to work and finish ahead of schedule.
  3. Budget thoroughly. The two greatest points on which to brag about a finished project are “complete” and “under budget.”  Ensure that the budget is inclusive of all expenses, including labor, materials and post-project clean-up and finishing work.  Check and double-check unit count, whether pounds, square acres or individual item costs.  Confirm the accuracy of your costs-per-unit measurements.  These two checkpoints – unit-count and unit-pricing – protect the downside of important projects.
  4. Communicate constantly. See that all stakeholders are kept informed of progress and problems – especially the latter.  Because so many people feel invested in key projects, and think their voices should be heard, create a communications plan that includes video updates as well as written reminders and status reports.  Reduce the likelihood that stakeholders are uninformed of progress.  Likewise, update those responsible for completing the project by making sure they receive regular and routine project updates.  It is nice to know that everyone on the team is keeping up their time-sensitive tasks and sharing in the accountability.  Remember that members and regular customers like to be included with project updates.
  5. Celebrate generously. Pass around the credit and share the successful completion of the project.  See that there is plenty of credit to go around.  Recognize those who authorized your work on the project.  Name those who did the work.  Make and distribute photographs of the finished project and those who celebrated with you.  Use follow-up storytelling to identify those who are enjoying the results of the project.  Be inclusive of all who are affected by the project.

You may think that the work you did to complete a project successfully is sometimes ignored or forgotten.  In fact, in these times of tight budgets and 360-degree evaluation, very little is overlooked by management or membership.  Remember the lesson of Phidias: the quality of your work will endure and even if some people do not appreciate your contributions, the gods certainly will.

This piece was authored by GGA Partner Henry DeLozier for Golf Course Industry Magazine.

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