GMA QLD Marketing Presentation - March 2012
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The document discusses the challenges currently facing club managers, including declining membership numbers, changing consumer wants, and increased marketing noise. It emphasizes the need for clubs to develop relevant marketing strategies, spend marketing funds wisely based on what works, and measure results. A case study of a golf club's print ad campaign in a magazine is presented, showing how the ad's strategy was to appeal to relocating couples by highlighting savings and social benefits. The outcomes of selling 10 memberships, recouping the ad costs, are evaluated as a success.
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GMA QLD Marketing Presentation - March 2012
- 1. The Biggest Challenge for Current Day Club Managers Qld GMA Pacific Golf Club, 6 March 2012
- 2. 2010 Membership Data Title of 際際滷 % change % change % change Year End Year End Year End 2008- 2009- 2008- Region 2008 2009 2010 2009 2010 2010 Brisbane 17,095 17,261 16,439 1% -5% -4% South Brisbane 8,171 7,771 7,451 -5% -4% -9% Gold Coast 14,215 13,981 13,935 -2% 0% -2% Sunshine Coast 14,435 14,515 14,422 1% -1% 0% Wide Bay 3,656 3,757 3,771 3% 0% 3% Other SEQ 3,918 3,899 3,802 0% -2% -3% Total SEQ 61,490 61,184 59,820 0% -2% -3% Rest of State 13,911 13,205 13,102 -5% -1% -6% Total 75,401 74,389 72,922 -1% -2% -3% South Brisbane = Logan to Ipswich
- 3. The Market In summary, probably the toughest wider environment that many of you have ever faced Softening in member numbers, softening sub revenues unless price growth, a potentially busier golf course Changing wider wants of consumer, relevance of a club membership, golf course, F&B Higher level of marketing noise in society more to cut through and compete against Changing of the guard traditional media v new media Added pressure of funds available to enable you to be heard Operational results, annual capex requirements, infrastructure investments What are you spending annually on marketing? Total annual income, total marketing spend - % spend Around the room.
- 4. The Reality You cannot afford to not be getting results from your marketing actions. Coal facing selling must have a call to action You therefore need to: Develop a relevant, realistic strategy Know what you are trying to achieve Ensure no wasted expenditure Spend wisely based on knowing what works and can deliver results Measure, measure, measure!
- 5. Marketing Where it fits What are you actually trying to achieve? To positively impact annual outcomes
- 6. Marketing the Goal The marketing process... Title of 際際滷 The consumer decision process
- 7. Marketing Where? Title of 際際滷 A vastly different landscape in terms of mediums available What to choose? Changing degree of relevance of some (old media vs new media) Levels of effectiveness of each will vary dependent upon your strategy and who you are trying to reach
- 8. Marketing 21st Century Title of 際際滷 All around us we are seeing change JBAS view is that as technology has progressed and as communication has become more electronic, more personal, with more information available, marketing has become even more of a science, less an art. It is the science of understanding data, listening to what it is saying, then actioning. The winners will be those who can best develop and maintain relationships, whilst getting as much from them as you can.
- 9. Case Study Title of 際際滷 Gold Coast Burleigh Golf Club Print Media - Inside Golf Magazine, Feb 2012
- 10. Case Study Inside Golf Stats 42,000 copies printed per month Distributed to golf clubs, social clubs, driving ranges and golf retailers throughout Australia Ad Costs Part of annual advertising package but retail cost of $1,000 AD ROI With joining fee of $2,200 reduced to $1,100 for spouse, ($3,300 total) needed to sell only 1 package to cover advertising costs and re-coup discount offered. (if a club with no joining fee and lower annual fee then ROI becomes harder to achieve, harder again if ad costs are higher, and harder again if selling public rounds)
- 11. Case Study Reverse engineer the advertisement to understand why it was developed and what the strategy was. Why was is developed? Management saw weakness in current level of spouse members Appeal to relocation market Appeal to local market Key Points Moving to Queensland Husband and wife 6 or 7 day Make new friends Save some $$
- 12. Case Study What is the Market? Annual population growth for Gold Coast is approx 13,000 15,000 people 75% of this is migration 40% are 45 years + Av participation rate in golf of this market is 9%, half this for club golf. Therefore, based on club location, the potential size of the market that this ad is relevant to (should they see it) is approximately 100- 200 people (assuming no prior research done on clubs to join, and disregarding any existing relationships that may exist reciprocals, other friends clubs etc.) So how much of this market can the club be reasonably expected to capture?
- 13. Case Study Outcomes Club sales target was 25 To date (late Feb) have sold 10 including sales to existing local residents (non movers) Despite being below target has success achieved? In this case, yes it has. Target was possibly too high given size of potential market Very good return made on the advertising investment Alternative option Establish relationships with local real estate agents Incentivise introduction to Club, green fee and / or F&B vouchers
- 14. Case Study Process Reason for working through this is to show you that behind every marketing spend, in this case a print advertisement, there should be a strategy and outcomes that must be be measureable. Otherwise a more appropriate classification for your marketing spend is Donation!
- 15. Your Reality Marketing requires: Time Resources Knowledge JBAS understands that without all of these you cant: Develop marketing strategies Ensure effective execution of these strategies Measure the results and outcomes achieved Help is now to hand.