Four Steps to Use Email Marketing for Your Golf Course
If you are looking to expand your local golf course business, the place to start is with the Internet. Reaching the right people by email and selling them on the idea of visiting your golf course is one of the best approaches to Internet marketing. The following is a basic strategy to implementing this type of marketing for your golf course.
Obtain a list of email addresses for prospective customers
There are many companies that sell lists of emails, and if you have no list at all, this is a good place to start. You will need a list of emails for anybody who is interested in playing the game of golf living in local zip codes. An email marketing company will be able to sell you a list
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But more importantly, you want them to visit your website and sign up for a newsletter or otherwise opt-in to your mailing list. In exchange, you can offer a special discount at your golf course. This needs to be done, because many of the names on the list that you purchased will not belong to people who want your product, while other emails will be for those who don't remember opting in to the list you bought.
Continue to build your own list with local advertising
Once you begin to build your own list, you can begin experimenting from other ways to build your list. For example, you may want to try a local, direct mail campaign. You can use the post office to blanket the local residential area with a post card mailing, attempting to get people to come to your website and sign up for your newsletter.
Use your list to make money
As your list continues to grow, you can begin to use it to promote special deals and events at your golf course. Because this list is composed of people who are interested in your golf course, including many people who have already made purchases, you will find that this list is the most powerful marketing tool you could ever
In the second year of business at Golf Challenge Corporation the company is struggling. The cost of their inventory is rising, and they are in grave danger of losing their bank loan (their prime source of financing) due to not meeting the required financial ratios agreed and set forth by the bank at the time the loan was given. The owner comes up with a solution, and figures that instead of using Last in-First out (LIFO) the company can use First in-First Out inventory cost system (FIFO) and meet their required financial ratios set forth by the bank. Ultimately, Golf Challenge Corporation should not submit documents to the bank using FIFO as opposed to their previous system LIFO in order to meet the bank requirements
On my visit to Thorpe Park I ask some of the quests what they could
In 1982, Ely Reeves Callaway had bought his small wedge and putter golf business and called it Hickory Stick USA and created clubs that were enjoyable for the average golfer. He called these clubs the Demonstrably Superior and Pleasingly Different (DSPD) clubs. This was a code he had always lived by. The family of Ely Callaway are not involved with the company today because he was told to choose his successor, and had chose Ron Draqpeau. He is a man who only shared the same vision and thought of golf, but also had the skills as a leader to continue his wonderful golf company. The goal was to make a good product and tell the truth about the game. In those days Ely would provide them to his customers personally in the back of his Cadillac. He made sales calls and talked to pros, amateurs, and those who came to be known as an average golfer. Finally, Hickory Stick USA came to be knows as Callaway Hickory Stick U.S.A, and not too long after that, Callaway Golf.
From its initial existence R&D and innovative products had been the lifeline of CGC. When Callaway bought into the company his first initiative was to develop original products. Innovation and superior performing products are important in golf because equipment is thought to have a significant impact on player performance. Moreover, innovation was important because CGC had to be the technological leader to sell its products at premium price and continue to exceed customer expectations. The industry was also characterized as being driven by new product development because manufacturers were trying to bet each other to the next "best club" so CGC had to manufacture products that were differentiated from its own existing products as well as those of its competitors.
Montana Mountain Biking Company has been in business for 16 years providing guided mountain biking trips at four locations in Montana. The success of the company is linked to retaining its customers. Eighty percent of the customers who sign up for the one week guided mountain biking expedition are repeat customers (University Of Phoenix, 2007). An important part of any marketing plan is to understand the customer relationship because ultimately, all profits come from the customers. The challenges facing the Montana Mountain Biking company is not only retaining customers but to attract new customers. The advances in e-marketing have given Montana Mountain Biking some alternatives to traditional marketing plans.
The globalization of golf is demonstrated by five different cities: Santiago, Chile; Beijing, China; Nairobi, Kenya; Awali, Bahrain; and Munich, Germany because they all contain golf culture diffused from Scotland even though they are situated in entirely different parts of the world; this particular example of globalization can also be described by the terms: place, region, scale, space, and connections. The origins of golf can be traced back to the 15th century, when a sport resembling golf was first played with a bent stick and a stuffed ball. It is widely accepted that the foundations of golf started in Scotland; one of the oldest and most honored golf clubs, The Royal and Ancient Golf Club of St. Andrews, is located in Scotland. At
Callaway Golf Company began to take form in 1983, after Ely Reeves Callaway Jr. sold Callaway Vineyard and Winery for a $9 million dollar profit. Shortly after the sell of the winery, Callaway ventured in to the golf equipment industry and bought 50 percent of Hickory Stick USA. Callaway knew from the very beginning that this company’s profits were limited as long as the product line wasn’t changing. “Callaway noticed that most golf equipment had changed very little since the 1920s and believed that , due to the difficulty of the game of golf, recreational golfers would be willing to invest in high-tech, premium-priced clubs if such clubs could improve their game by being more forgiving of a less-than-optimum swing.” (Thompson, c205) Callaway then purchased the company outright and changed the name to Callaway Hickory Stick USA and then hires Richard Helmstetter as the companies’ chief club designer. With the help of five aerospace engineers, Helmstetter developed line of clubs that was set apart form competing brands by its technological innovation. In 1988, the S2H2 was launched as well as another name change to Callaway Golf Company. In 1992, sales are more than double recent years and Callaway Golf Company goes public and begins trading on the NYSE. Throughout the 90’s, Callaway leads the golf equipment industry with ongoing new lines of clubs and eventually adds golfing apparel. Donald Dye, Callaway’s new CEO, took the much of the blame for the downturn in Callaway Golf Company. Dye was ultimately responsible for initiatives that took managements focus off golf clubs. The company’s financial and market performance suffered immensely in 1998 causing Ely Callaway to return to rebuild the company. The textbook states on page c208, “Ely Callaway’s first efforts upon his return to active management at Callaway Golf were to ‘direct resources---talent, energy, and money--- in an ever-increasing degree toward the creation, design, production, sale and service of new and better products.’” In Callaway’s turnaround strategy, he initiated a restructuring program and operational improvements. By the end of 1998, Callaway’s strategies allowed the company to regain it s technological leadership.
Most retailers know that the appearance of their stores plays a big part in determining consumer behavior. As such, they seek to use it to their advantage. Sport Chek sells various types of sports merchandise mainly to middle and upper class citizens of Canada. The company has many stores and online portals. The design of the stores communicates to customers that goods in the store are of high quality. Therefore, customers come with the expectation to pay a premium. The main elements that the store uses to influence consumer behavior include the choice of construction materials, careful choice of colors and shapes, and creative use of lighting. These elements have an impact on the affective, cognitive, and behavioral responses of potential customers. The channel strategy used by the company is effective because of Sport Chek’s strong brand name. The company can benefit more from a better channel strategy for its online shopping portal that can help it to take advantage of the global high-end sports market.
... look out for high profile contacts and good image building activities especially due to the on going outsourcing concern. As community theatre boards include executive level staff these consulting companies could get high visibility and a sophisticated image by pairing up with something as ?cultured? as theatre. These companies can be requested by the boards of community theaters to sponsor the building and maintenance of the theatre websites in exchange for good PR and contacts.
Golf. A sport that started out with just a wooden stick and ball, is now a very well know game by many people all around the globe. The sport that also just started out as a way to mess around has become a job for some of the people and is making some golfers millions of dollars each year. A sport that many people spend their whole lives playing or watching used to not be exactly what is today. Even though golf is a very well known sport now, golf has been around for hundreds of years and is played by people all over the world. The sport of golf has been dated all the way back to years before 1,000 and has kept growing exponentially ever since. According to the International Golf Federation, they have 144 different countries a part of the organization, leaving out 51. The game of golf is played at many different levels all the way from junior tournaments, all the way to professional events. The evolution of the sport of golf is made up of a couple main things. These two main things are how golf got its start, and what has changed about the game.
Automotive parts stores within a 10 mile radius of the business can be utilized as a location to pass out leaflets. Small business customers who refer a friend that signs up for a business plan will be
Last year, Knapp decided e-mail might be a better option. At the very least, he would save $2,950 per month and three days of manpower; the template and automation tools he uses take all the legwork out of creating a newsletter. He saw results almost immediately. Now Knapp sends a daily newsletter to about 12,000 people, a number that has climbed 10 percent each month. The newsletter contains a project management review, crossword puzzle and product promotion. Sales have gone through the roof since it launched, topping $1 million last year.
If the person has “opted in” to receive mail it is far more likely that they will read and engage with your email. This again would improve response rates. Sending direct mail also has a very quick response time due to the regularity with which people can check their mail. If Gillette were to use direct mail in their marketing strategy they could be virtually guaranteed to cut costs, improve responsiveness and save valuable company time whilst also gaining a higher level of exposure in their campaigns. Bibliography * www.gillette.com/history/aboutus * www.marketingvox.com/archieves/2003/02/15/gillette/index Rick E. Brunes Gillette wins shavers 1:1 at a time 15thy Feb 2003 * Gillette goes live with mySAP March 14th 2001 Walldorf, Germany * Data warehouse designer July 18th 2003 RFID tags and smart dust Ralph Kimbell * Interview with Gillette’s Chris Desrosiers Feb 04 2002 Venus Razor Article * www.marketingteacher.com/lesson_pricing.htm * www.dssresearch.com/toolkit/resource/papers/SR02.asp
Welcome to the world of Mail Order! This little business is little different than most mail order houses. Your product is not solid and tangable, but rather than a service. You are in the business of developing Mailing lists. Many large corporations are happy to pay big bucks for quality lists (The money made from the mailinglists are secondary to the income made from people like yourself requesting that they be put on the list.
Too often, a marketing function is misunderstood, because many people do not understand what is meant by ‘Marketing’.