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I. EXECUTIVE SUMMARY
Duncan Hills Golf Course in Savannah, Missouri is one of the few recreational attractions in the
small town. The course needs to improve their marketing strategies and overall performance in order to
appeal to their entire target market and to reach their full potential income.
Statement of the Problem:
1. To the Community: Savannah will have an improved economy and will attract more income from
sources other than local consumers.
2. To the Members: Improved facilities and better marketing and promotions would provide higher
customer satisfaction.
3. To the Potential Customers: By upgrading Duncan Hills, potential customers would have more
options for local events, golfing options, and recreation.
Research Methods: A committee of Savannah High School DECA members assisted in conducting our
primary research, which included:
1. Surveys (65 returned, 80 conducted)
2. Personal Interviews (2 conducted)
3. Research Articles (9)
Findings and Conclusions:
1. Duncan Hills fell below average when compared to other local golf course. The areas that
appeared to need improvement are:
a. Amenities
b. Pricing
c. Advertising
Recommendations:
1. Promotions to attract and inform new customers.
2. Better amenities to appeal to those outside of the golfing community.
3. Improved golfing amenities such as a driving range and hitting simulator.
4. Attraction to bring in revenue year around.
II. INTRODUCTION
A. Statement of Problem Studied
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Duncan Hills Golf Course, located in Savannah, Missouri, has insufficient amenities compared to
other local competitors, causing a decline in customer satisfaction and overall profits. When compared to
other golfing facilities, Duncan Hills falls below par. This golf course not only lacks essential golfing
components, but also aesthetic features and adequate facilities for community involvement. Despite the
handful of loyal members, Duncan Hills is failing to successfully reach all of its potential cliental. This
aids in the stagnation of the economy of the small town of Savannah, Missouri.
TO THE COMMUNITY: Improvements to this one facility have the potential to increase income
and broaden the clientele spectrum. By upgrading their facilities, Duncan Hills has the potential to
become an essential component to tourism and financial aspects of the town of Savannah. Currently
residents of Savannah often travel to other nearby golf courses that offer a larger variety of amenities as
well as a higher-end golfing experience. By improving the overall quality of Duncan Hills and its
facilities, local golfers and potential customers would be encouraged to spend more money in the local
community rather than at other courses that better fit their needs. Not only would it increase economical
income, but it would also provide a venue that would benefit nearly all members of the community.
TO THE MEMBERS: Renovations and improved marketing strategies would benefit the current
and potential members of the golf course in numerous ways. Current members have been loyal to Duncan
Hills despite the lack of renovations and insufficient facilities. The loyalty of the members show that there
is a high demand for a golf course in this community. Changes would not only attract new customers, but
would also increase the satisfaction of current members.
TO POTENTIAL CUSTOMERS: Many of the other golf courses in the surrounding area, which
include Fairview, Moila, and the St. Joseph Country Club, offer a venue to house events such as
weddings, parties, and other community functions. While Duncan Hills does provide a small gathering
area attached to the pro shop, it is poorly maintained and has a very limited amount of space available.
Golf courses have the potential to be very attractive venues for large events such as weddings. The pro
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shop, golf course, and gathering space are not comparable to the other golf courses in direct competition
with Duncan Hills. By upgrading, renovating, and remodeling the current accommodations Duncan Hills
could expand its target market to areas outside of the golfing community. These added renovations would
allow Duncan Hills to be a prime venue for many events other than golfing. This would be the only
facility available in Savannah that provides a facility such as this.
B. Significance of the Problem Studied
Research studies have been done, looking at what factors affect the satisfaction of golfers across
the board. Surveys done by the Golf Digest have shown that the number one factor that determines a
customer’s satisfaction is the condition of the golf course. "Far and away, course conditions proved the
most important driver of satisfaction when golfers travel, much more so than the pace of the round or the
cost of the green or guest fee, both of which golfers stated as more important."
A study by Cron states that to maximize the revenue of a golf course advertising, promotions and
sales, and special events for members. It also claims that one of the most effective marketing strategies is
to “Hold member/guest clinics, tournaments or open-play days on which a member can bring a guest for
free.” This allows your course to use its existing members to bring in new potential customers. It has been
proven to be an extremely effective technique. Time magazine explains that “[Customers] decide to buy
simply because they’ve gotten a freebie and, consciously or not, somehow feel obligated to pay the
company back.”
If Duncan Hills began giving out free rounds to members’ guests, then the guests would feel
obligated to give Duncan Hills their business the next time they were faced with a choice in courses.
Although some amenities would be more difficult to come by, maintaining a high quality course
should be something that is done on every course, despite the lack of other facilities. This is prime
example of one thing that Duncan Hills is lacking, and through small improvements, could highly raise
their current level of satisfaction.
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In addition to the lack of satisfaction on the condition of the course, the Duncan Hills golf course
fails to provide ways for competitive golfers to better their games. According to Golf Tips magazine, the
top way to improve your scores on the course is to take lessons or instruction from pros. Unlike some of
the other golf courses in the area, Duncan Hills offers no lessons for any level of golfer, forcing
customers to give their business to other competitors.
The pie chart below depicts a survey conducted to 100 regular golfers, asking them if they could
change one thing about golf, what would it be? It is evident to see that the overpriced fees are the number
one thing that golfers would change. Duncan Hills is guilty of charging high prices for low quality
conditions. When compared to other courses that are much higher quality, it is easy to see that Duncan
Hill’s prices are too high for the quality that you receive.
C. Background Information
Duncan Hills Golf Course was established in 1976 and was last renovated in 1993. This
18-hole municipal course wraps throughout several ridges, and is home to 14 different aquatic structures.
From the Men’s Championship Tees, the distance is now 6028 yards with a par of 71. With a ladies’ par
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of 71, the total distance of the course from the women’s tees is 4028 yards. Duncan Hills has the potential
to be a course with a total distance of 6200 yards if expanded. When the course was properly maintained
it incorporated vibrant greens, clear water, and a rocky ridge that overlooked the 4th green. With the
current conditions of the course, it has lost a significant amount of its natural beauty.
ABOUT THE COMMUNITY: Andrew County is the main target market for Duncan Hills golf
course, in which secondary research was conducted. According to a USA local data research Andrew
County
● has a population of 17,445
● with a population increase of .9% since April of 2010
● median age of 38 years old
With a population of nearly 17,500, the Savannah community is in need of a quality golf course that
offers more than the basics. Not only would this community benefit from an improved course, but the
other surroundings small communities would also be drawn to a new and improved Duncan Hills.
OTHER COMPETING GOLF COURSES: When looking at the other golf courses in the
surrounding area, Duncan Hills is not comparable in its quality and amenities. While Duncan Hills meets
the basic needs of a public golf course, there are frequent complaints about the lack of options for
customers. As shown on the next page, it is evident that the golf courses in direct competition with
Duncan Hills have much more to offer. Although Moila and St. Joseph Country Club are private clubs
that require a membership, the other municipal golf courses still have amenities that far exceed those of
Duncan Hills Golf Course.
The golf courses found on the following page are all within a 45 minute radius of Duncan Hills,
giving all of them the same target market.
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Competing Golf Courses Compared to Duncan Hills
Golf Course Public/ Private Golfing Amenities Other Amenities Cost
Duncan Hills Golf Course Public 18 hole coursePro Shop
ConcessionBack room (Dining Area)
Membership- $500.00Weekday 18 holes- $27.00Weekend- $30.00
Moila Country Club Private Driving rangePutting green18 hole coursePro ShopLocker roomsClub storage
BallroomBanquet hallRestaurantPoolSnack Shack
Membership fees, and dues. (vary)Membership- (Golf and Pool): $1900.00
Fairview Golf Course Public Driving rangePutting green18 hole coursePro ShopLocker rooms
Banquet Hall 1500Grill/ Dining area
Weekday 18 holes w/o cart - $22.00Weekend w/o cart - $25.00Membership- $500.00
St. Joseph Country Club Private Driving rangePutting green18 hole coursePro ShopChipping greenLocker roomsCub storage
Conference roomsBanquet facilitiesPoolSnack ShackBallroomTennis Courts
Membership fees and dues (varies accordingly)
Mozingo Golf Course Public Driving rangePutting green18 hole coursePro Shop
Banquet HallConcessions/ Dining area
18 Holes with cart - $43.00Without cart - $28.00w/o cart 28
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III. PROCEDURES AND RESEARCH METHODS USE
A. Description of Secondary Research
According to this chart from the Journal of Public Policy & Marketing by Jeff Richards, there are
six main elements that lead to successful sales, all of which Duncan Hills could improve upon (Richards).
The first aspect is pricing. In order to have complete customer satisfaction consumers must feel that they
are receiving a quality deal for the price they are paying. As you can see in the chart above, golfers at
Duncan Hills pay an above average price, and in return they receive a below average golfing experience.
The second contributor to successful sales is Product Attributes, or the quality and appeal of the
product to consumers. In addition to frequent complaints of the occasionally poor conditions of the
course, the pro shop at Duncan Hills has many flaws in the merchandise they carry. For one, the Duncan
Hills pro shop fails to reach 50.6% of its clientele due to the fact that they carry only men’s clothing,
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clubs, and shoes (US Census). Superior actions by competitors of a business can also drastically harm a
company's sales. In addition to better and more amenities, competing golf courses in the surrounding
areas have more to offer, such as private lessons by pros, ballrooms, banquet halls, dining options, and an
expanded available inventory. It is more than obvious to see that Duncan Hills lacks essential components
that are necessary to help maximize revenue.
One of the most detrimental features that Duncan Hills has is the lack of advertising and
promotions. Although golf courses in the area rarely advertise due to their loyal clientele, offering one
time promotions and deals would not only attract new customers and build a positive image of Duncan
Hills in the eye of the public. Attracting new customers is important to the success of Duncan Hills
because it could potentially provide new members, positive mouth to mouth advertisement, as well as
increased profits.
In order for Duncan Hills to truly maximize their sales, they would have to be open year-round.
Living in Northwest Missouri, golfing during the late fall, winter, and early spring months is not an
option due to inclimate weather, but that doesn’t mean that Duncan Hills should stop doing business
altogether. If they were to offer dining, a rental hall/ banquet room, indoor driving area, or club storage
and repair they would have a constant source of income even during the dead of winter.
Economic factors, of course also play a large part in the sales of a company. These economic
factors include the amount of money the average local consumer can afford to spend on such activities
such as golf, the cost of upkeep in this particular region, and expenses experienced by the golf course.
Duncan Hills is not outstanding enough to attract customers from other areas, it has nothing out of the
ordinary to offer. This makes it a necessity to appeal to the local people, which is mainly middle class
individuals. According to the 2012 U.S. Census, the average income for an Andrew County household is
$57,406. With the average home housing 2.53 people, that is approximately $22,690 per person. While
this is enough to cover most basic costs it does not allow for expensive recreational spending like Duncan
Hills. Due to the below average income of the target market of Duncan Hills, it is necessary to lower the
prices of green fees or offer better sales or promotions in order to gain more customers in the area.
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B. Description of Primary Research Conducted
*Duncan Hills Marketing Analysis and Customer Satisfaction Survey
*Contact with Mark Christopher, General Manager
*Contact with Bill Calderwood, St. Joseph Country Club General Manager
We conducted a significant amount of primary research using different methods in order to
analyze and compare the success of Duncan Hills with other golf course in this area. Numerous golf
course and community members were given a survey which asked simple questions about the marketing,
and satisfaction of Duncan Hills. This survey, as well as the results can be found on the following pages.
We distributed 80 surveys to various age groups, sexes, and demographics and received 65
completed. The results of the surveys are shown in the tables on the following pages. Among the data is
the satisfactory rate of the course, pro shop, customer service, pricing, and amenities.
Among the survey that we conducted, the following questions were asked in our interviews with
Mark Christopher, general manager of Duncan Hills, and Bill Calderwood General Manager of St. Joseph
Country Club.
● What marketing strategies does the St. Joseph Country Club use to attract new members and increase business?
● Do you think the extra amenities such as the ballroom and dining options are responsible for a large part of your profit?
● What is the importance of having amenities such as an available pro, driving range, and quality course to the satisfaction of a golfer?
● How does the St. Joseph Country Club maximize revenue during the off season?
● Are there any events or promotions that are especially efficient at attracting members?
● How do you set yourself apart from other golf courses in the area such as Duncan Hills, Mozingo, Moila, and Fairview?
● In your experience what do you think the most important components are for a successful golf operation?
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The answers to the above questions can be found in the Findings and Conclusions section under “Interviews”.
Duncan Hills Golf Course Satisfaction Survey
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Pictured above: Duncan Hills Golf Course
Ms. Martin’s Marketing Class is conducting a marketing research analysis study of the Duncan Hills Golf
Course in Savannah, if you could please complete the form below and turn it into Ms. Martin’s mailbox it
would be much appreciated! Thank you!
Your Age:
Under 15 16-26 27-37 38-47 48-57 58+
Gender: M F
Affiliation with Duncan Hills:
1st time player Occasional Player Frequent Player Member
Do you receive any advertisements or promotions from Duncan Hills? Yes No
Through what methods has Duncan Hills advertising reached you?
Television Email Radio Mail Newspaper Other
Please rate your satisfaction with Duncan Hills in the following areas, with 1 being dissatisfied and
5 being most pleased.
Course Condition/Quality: 1 2 3 4 5
Customer Service: 1 2 3 4 5
Pricing: 1 2 3 4 5
Pro Shop Prices/Inventory: 1 2 3 4 5
Amenities (dining, restrooms,ect.): 1 2 3 4 5
When choosing a golf course in the area where are you most likely to go?
Moila St. Joseph Country Club Fairview Mozingo Duncan Hills
Why would you choose the above course(check all that apply)?
Price Pro Shop Driving Range
Location Amenities Membership
Course Quality Available Pro/ Lessons Dining Options
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C .Description of Involvement of Chapter Members
During this research study, the Savannah chapter of DECA was utilized in various ways.
Some members were surveyed, and others participated in creating the research study that was conducted
to Duncan Hills members and community patrons. The Advanced Marketing Class participated in this
project.
DECAMembers
Filled out aSurvey
PersonalInterviews
Part Taken in Research
Baker, Ethan x
Coleman, Ann x
Dilley, Rebecca x
Durham, Macey x
Ernst, Rebecka x x
Everly, Jane x
Gordon, Erica x
Henshaw, Ellie x
Ingram, Sarah x
Keller, Chase x
Kennyn, Sandy x
Krumme, Baxter x x
McKay, Jack x
Scheib, Jake x
Simpson, Chase x
Uehlin, Lanie x
Vulgamott, Savannah x
Young, Trent x x x
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IV. FINDINGS AND CONCLUSIONS
A. Presentation of Findings
After administering and receiving the surveys, it was more than evident to see that Duncan Hills
falls below satisfactory in more than one category. One of the most outstanding statistics supporting our
stance on Duncan Hills was the high percentage of people who chose another local golf courses over
Duncan Hills. In fact 86.5% of those surveyed chose Mozingo, Moila, St. Joe County Club, or Fairview
course over Duncan Hills. When asked their reasoning for their choice of course 15.5% said it was
because of the lack of driving range at Duncan, 39% said it was because of the lack of extra amenities
such as locker rooms, dining, and other aesthetic qualities, and an overwhelming 48.7% linked their
choice to the lack of course quality at Duncan Hills Golf Course.
Among the questions, surveyors were asked to rate Duncan Hills on customer service, price for
quality, pro shop prices/ inventory, and amenities. They were also asked in they had ever received any
advertisements from Duncan Hills. Nearly 90% of surveyors stated that they indeed had never received a
single advertisement from Duncan Hills Golf Course. Along with this, over 50% of people agreed that
Duncan Hills is below satisfactory when it comes to the price for the quality of the course. When prices
alone are compared to those of other courses, they do not seem outrageous. However, when looking at the
conditions of the other courses they far exceed those of Duncan Hills. This explains why over 50% of
people stated that Duncan Hills prices were too high for the quality that is received. Below are several
graphs that depict the results of our survey.
B. Presentation of Conclusions
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86%
14%
Advertisement Recipients
Have Not Received Adver-tisement Have Received Advertisement
Out of all the surveyors that were asked, only 14% had received some sort of advertisement from
Duncan Hills. The only type of advertising any participants of our study had received was through the
newspaper. In the fast-changing world of marketing, newspapers are perhaps the most inefficient way to
advertise. According to a recent study by the Pew Research Center the number of Americans who read
the newspaper has declined to only 23%. In 2004 54% stated that they relied on the newspaper to keep up
to date, but now an astounding 78% use their cellular devices or laptops in place of their printed
newspaper (Number). Duncan Hills fails to reach their potential clientele by not utilizing online or local
advertisements. If Duncan Hills extended advertisements to more people through social media, local
television ads, or personal mailings, they would increase their clientele and maximize revenue.
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14%
29%
34%
17%
6%
Satisfaction of Course Quality
Very DissatisfiedBelow SatisfactoryAverageAbove SatisfactoryVery Satisfying
An overwhelming 43% of people surveyed agreed that the course quality and condition of
Duncan Hills was below satisfactory, another 34% stated that the quality was simply average. Only 23%
were satisfied or extremely satisfied with their experiences dealing with the state of the course. This
shocking statistic directly relates to our stance on Duncan Hill’s lack of quality. Failing to provide a
satisfactory golf outing is detrimental to the golf course’s financial income. Despite the lack of amenities,
the course quality is one thing that could be maintained and kept in perfect shape to set Duncan Hills
apart from their competition. Duncan Hills has the equipment, man-power, and experience to keep the
course in prime condition, however they fail to accomplish this due to their lack of effort in the area of
course maintenance.
15
14%
17%
40%
25%
5%
Pro Shop Prices/ Inventory
Very DissatisfiedBelow SatisfactoryAverageAbove SatisfactoryVery Satisfying
The Duncan Hill’s inventory in the pro shop is limited due to their lack of women’s merchandise.
Nearly 50.2% of the Andrew County population is female and by failing to reach over half of their direct
target market, they are forcing these consumers to spend their money elsewhere. While it would be more
costly to keep the pro shop stocked with women’s clubs, shoes, and clothing, the investment would pay
off almost immediately and would provide higher customer loyalty and satisfaction.
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15%
35%32%
9%
8%
Ammenities
Very DissatisfiedBelow SatisfactoryAverageAbove SatisfactoryVery Satisfying
More than half of those who participated in our research study declared the amenities at Duncan
Hills below average. Another large portion (32%) placed the amenities at average, leaving a minimal 17%
of participants as satisfied. The lack of amenities leading to these extreme statistics include a driving
range, dining, club storage, and a banquet hall. Four out of five of Duncan Hill’s direct competition
feature a driving range and banquet hall, another 3 feature dining options appealing to those outside of the
golfing community, and 2 more feature club storage. By failing to provide any of the above Duncan Hills
is put at an extreme disadvantage to their competition.
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18%
30%32%
15%
5%
Green Fees Pricing
Very DissatisfiedBelow SatisfactoryAverageAbove SatisfactoryVery Satisfying
Nearly half of those surveyed agreed that the green fees and overall pricing of Duncan Hills is below
average when compared to the other local courses. Although the prices seem comparable to those of other
courses, due to the lack of quality consumers believe that they are paying too much for what Duncan Hills
has to offer. The greens fees should accurately reflect the quality of the course. With the current prices,
players feel cheated and customer
V. RECOMMENDATIONS
A. Recommendations Resulting from the Study
After doing extensive amounts of research and looking into the marketing strategies and customer
satisfaction of the Duncan Hills Golf Course, it is evident to see that there is room for improvement.
Although some of the amenities that the course is lacking may be unattainable, improving the condition and
marketing techniques would tremendously increase Duncan Hill’s overall revenue and customer
satisfaction.
We suggest offering promotions, such as a one-time free play for guests of members, holiday
discounts and deals, and sales exclusively for members. By offering promotions such as these, you are
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providing first-hand advertisement for potential customers as well as establishing strong loyalty with your
current membership holders. Advertisement and promotions are important in any businesses success;
Duncan Hills could greatly increase their revenue if they were to take full advantage of advertising
opportunities. Currently the golf course provides little to no advertisements or promotions. This is
unforgivable in a society that is surrounded by technology. There are ample opportunities for Duncan Hills
to take advantage of these technologies however, Duncan Hills does extremely little to reach out to golfers
who aren’t familiar with the course and its amenities. Although Mr. Christopher explained that he contacted
current customers, they take little action to promote their business to anyone unfamiliar with the course. By
simply starting a Twitter or Facebook page Duncan Hills could inform current and potential members of
their hours, promotions, and upcoming events.
Another improvement that would improve the overall business of Duncan Hills would be the
addition of year-round services such as club storage, indoor driving mat, putting lessons, or banquet
hall/community room.
Year around service such as club storage, or an amenity that appeals to consumers outside of the
golfing market, Duncan Hills could expand their clientele and become a highly respected golf course.
B. Projected Outcomes from Implementing the Recommendations
Should Duncan Hills implement some or all of our suggestions, year-round revenue
would increase as well as the number of possible clients. These additions and improvements would not only
satisfy current members, but would appeal to markets that are not currently targeted by Duncan Hills.
C. Plan for Implementing Recommendations
In order for Duncan Hills to add the extra amenities and improve upon the existing ones,
the course would need to borrow a significant amount of money to fund these new improvements. Some of
the additions would be relatively inexpensive, such as club storage, a hitting mat for the winter, and
improved course conditions. Using the income from these inexpensive improvements, the course could
eventually add the more luxurious amenities such as a ballroom or restaurant.
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The first implementation we recommend be put into Duncan Hills is the addition of an indoor
hitting mat. At approximately $3,000 this solution to the shortened fiscal year is relatively inexpensive.
This provides an experience like that of a driving range, but one that could be accessed year around. A local
On Site Golf store would be the only company in competition with this feature and is far enough away that
adding one in Savannah would be much more convenient and practical for many golfers. We plan to charge
around $40 per hour, which is what the other local store charges. By charging this amount, the investment
would pay for itself after only 75 rounds. After the 75 rounds the revenue that the hitting mat generated
should be saved to make further investments towards the improvement of Duncan Hills. Not only does this
indoor service have the ability to bring income in throughout the winter months, it will also provide
members and local golfers with something that no other course has to offer. This indoor simulator gives
players the chance to improve swings and better understand the game of golf. This addition will aid in
boosting the level of customer satisfaction as well as place Duncan Hills as one of the top choices when it
comes to the local golf courses.
Club storage would be another fairly inexpensive implementation. Duncan Hills currently has
several storage barns that are used for cart storage. If these carts were consolidated into fewer sheds, then
the remaining barn could be converted into a storage unit for golf clubs as well. A rack that houses six bags
can be purchased for as little as only $65.00. If the course purchased only 25 racks, they could store 100
bags. For this storage service, Duncan Hills could charge $50.00 for 6 months of storage per bag. This is a
reasonable price considering that it is less than $10.00 a month. This would also bring in nearly $5000.00;
however with subtracting the cost of the racks, the income in the first six months would be nearly $3500.00.
This is the income that only 100 bags would bring in, but if Duncan Hills expanded this in the years to
come the revenue would increase as well.
Another essential recommendation that would dramatically improve the face of Duncan Hills is
the addition of a driving range. Although this implementation would be more costly than the others, the
revenue that would be brought in would make up for the costs in no time. All 4 of the other golf course,
both municipal and private, have a driving range. There is also another local driving range within about 25
20
minutes that many of the Duncan Hills players are forced to go to. Depriving golfers of a place to warm up
and become familiar with their swing can affect the entire golfing experience. If Duncan Hills were to
implement this, many of the local players would spend their money at this driving range rather than driving
25 minutes to a course that they are unfamiliar with. According to the Emerald Driving Range business
plan, the yearly revenue of a driving range that houses 50 slots is close to $550,000 per year. Granted that
this is a fairly large facility, if Duncan Hills were to provide a range with only 10 slots, the estimated
revenue would be nearly $100,000 per year. Providing a driving range is costly when building, however
upkeep would hardly cost the golf course and more than they are currently spending. This income and the
money made from the other improvements could be used to quickly pay off this investment and generate
more profit for the years to come.
The other recommendations such as the banquet hall or a restaurant would be much more
expensive. These are additions that could be implemented over the next 20-30 years. By adding these,
Duncan Hills would open up doors to a market that has not been approached by the golf course. There is no
other venue quite like this in Savannah, Missouri giving Duncan Hills a unique advantage over the local
competitors.
Along with the more expensive recommendations, Duncan Hills would tremendously benefit
from simply improving their marketing strategies. There are so many different marketing opportunities yet
Duncan Hills still fails to access these. By not taking advantage of these accessible strategies they are
seriously hindering their potential clientele. An updated webpage with a link to various social media pages
would allow many people to become familiar with the golf course and what it has to offer.
Lastly, one improvement that Duncan Hills would benefit from is simply improving the quality of
the golf course. As you can see in the picture provided in this paper, Duncan Hills does have the potential to
be beautifully maintained. However, due to the lack of professional landscaping and maintenance the golf
course’s quality has deteriorated immensely. For example, one of the holes located on the back nine
features a cliff over-looking the green. Years ago this feature was unique to Duncan Hills because of its
rocky, mountain-like appearance. In recent years, the cliff has been completely overtaken by weeds causing
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it to lose its unique appeal. Another example of poor course maintenance is the conditions of the greens and
fairways. When playing the course, you are able to see the various areas were the grass has either died or
been damaged. This damage can have a dramatic effect on the overall experience of the game. Improving
the course quality is one thing that is unforgiveable due to the fact that the resources are there, however the
motivation is not. We recommend that specialists are hired to keep up the fairways and landscape the course
to more aesthetically appealing and functional. Although this would be an additional cost, it would address
the number one complaint received by Duncan Hills increasing the satisfaction of loyal customers and
perhaps drawing in new sales prospects.
Although some major investments are needed to implement all of the above recommendations, by
following our financial plan and implementing the amenities and improvements one at a time, the financial
instability of the course will be minimized and the revenue will eventually increase by an immeasurable
amount.
D. Evidence of Presentation
Email conversation between Bill Calderwood, manager at Country Club and Mark Christopher,
manager at Duncan Hills:
Dec. 4th To Whom It May Concern:
My name is Madison Dillon, I am a student at Savannah High School and we are conducting a
market research analysis study and I was wondering if I could ask you a few questions concerning St.
Joseph Country Club. I can email you the questions or meet with you in person, whichever is more
convenient for you! Thank you for your time.
Sincerely,
Madison Dillon
Dec. 8thMadison,
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Below are the answers to your questions. I am quite impress with your questions and hope that
my answers are satisfactory to you. I would like to meet you and possibly put you in charge of our
marketing.
· What marketing strategies does the St. Joseph Country Club use to attract new members and increase business? We are putting together a brochure and updating our website to attract new members. Mainly word of mouth is the best way to gain new members. We are asking our membership to put the word out and invite friends and guest who they think might enjoy the club.
· Do you think the extra amenities such as the ballroom and dining options are responsible for a large part of your profit? Yes, the ballroom and dining option is a large part of profit if we have the quality of food and service that the members and guest enjoy and expect at a country club.
· What is the importance of having amenities such as an available pro, driving range, and quality course to the satisfaction of a golfer? As a golfer myself, I appreciate these amenities and know that our golfers here do also.
· How does the St. Joseph Country Club maximize revenue during the off season? We cut back all expenses, group jobs descriptions together and work on some efficiency and training to better serve our customers as the season returns.
· Are there any events or promotions that are especially efficient at attracting members? There are many events that members enjoy. You must know your membership and demographics.
· How do you set yourself apart from other golf courses in the area such as Duncan Hills, Mozingo, Moila, and Fairview? We are a private club and course with a swimming pool. We have a Hall of Fame PGA Professional, PGA Professional of the year in 2009, Mike Habermehl. We also have one of the best golf course superintendent, Kip Beer. In the kitchen, we have one of the best chefs in the area, Jeremy Evans.
· In your experience what do you think the most important components are for a successful golf operation? In a golf operation, you must have a combination of a great course superintendent and management. The course must be top notch for the budget we have.
Dec. 16Hello Miss Dillon
First I would like to say thank you for considering DHGC as part of your project, as far as your
questions I will do my best to answer as many and in the best way possible.
Marketing strategies- as you know the whole world is moving to gathering as much info as they
can about their customers and we are no different, when you call to get a tee time your are asked for an
email, its one way we send offers and let everyone know whats going on at the course. when you have a
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business such as a golf course, word of mouth is one of the oldest and best ways, its the condition of the
course that sells itself. Having different tournaments that people like to play in as well, if it wasn't for
around 36.000 rounds played here we would be looking into doing somethings else, also with the new
system we have in place it helps us keep track of each golfers needs and how much they play, that's why
it is so important for everyone to check in, there is always a reason for doing things, we are not just doing
it to upset someone,I don't think I have played somewhere where you didn't first check in
Pro-I do think that the driving range is the biggest reason why there is no need for a pro,there is
no where to give lessons and as far as keeping up to date on equipment, that's my job to always educate
myself with new clubs and anything else that has changed in the game.I do believe that a driving range
will bring revenue into the course and I have put a proposal together, but have no place for one.
understand that my job is to make the cash register open and close as often as it can and with no driving
range that would make it hard to give lessons
we almost double the amount of rounds that are played for the other courses in our area, that is
something we have done for the last 4 years ! you need to understand memberships are just a small part of
the revenue, we still need members to buy here and help support by playing in tournaments here.
revenue in the off season is tough for golf, it all depends on the weather, although the grass is
dormant there is still care in it so just because the sun is out doesn't mean that play goes on. not much
other than golf here without a driving range or a big hall that could be rented
Attracting members is mainly due to the condition of the course and the price compared to what
others are charging, although I do check on other courses pricing, I do not set prices here, that is
something that is done by city council, we do try and keep it competitive as we can
Most important - again I always go back to the course itself, without the course being good shape
and always improving people are not going to spend their money here, golf in the last year has lost around
2 million rounds world wide, not sure if the economy played a part in that or what, but the fact that the
rounds where not played is a concern for all in this business, I try not to get caught up in trying to
competed with other courses, everyone has there way of doing things different and you can't with private
ones such as Country club and Moila
Successful- well you have heard me say over and over again about the course,people will not
spend money or come back to play if your course is not well kept, that's where it starts, the other thing
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you need to have good people around you, no one is an island ! I use the term that a house that is divided
cannot stand, it will fall !! You will always second guess yourself and always have others that disagree
with what your doing and have their own way they want things or this is my favorite, we have always
done it that way, well that wont and doesn't work anymore, you need to be ready to change and except
change and for most change is the hardest part of any kind of life ! anything that doesn't change or grows
usually dies, everyone wants it their way !! above all this is a business and without money coming in
there is nothing being improved or bills that are not getting paid, everyone has a budget that you must
stay within
Income- around $240,000
Let me add that a lot of people don't know that we do not get tax dollars, we are one of the only
ones around that are ran that way, we sustain ourselves, so what comes in here stays here, it pays all
salary's and everything else that is bought or spent here, we do not have somewhere we can go and get
money when we run out, that's why its very important to watch your budget !!
I hope his helps, anything else I can do just let me know.
Thank You, Mark
Below are the responses and results of our survey along with the names of those who participated.
Name Course Condition/ Quality
Service Pricing
Pro Shop Inventories/Pricin
gAmenities
Baker, Ethan 3 3 2 3 2Barr, Morgan 5 5 3 4 4Beattie, Zane 3 3 3 2 2Brosi, Tim 3 4 3 3 2
Byergo, Bryson 2 2 2 2 1Byhman, Kenny 2 4 3 4 4
Capps, Fisher 1 3 1 2 1Castle, Dianne 2 3 1 2 2Castle, Kevin 2 2 1 3 3Coleman, Ann 3 5 2 3 3Collier, Collin 5 5 5 4 4Cooper, Aaron 4 5 2 3 3Dilley, Rebecca 1 1 2 1 1
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Dillon, Jerry 1 2 1 1 3Dillon, Zach 3 3 3 2 2
Duncan, Mykal 3 5 4 3 3Durham, Macey 2 1 1 1 2Ernst, Rebecca 4 4 2 3 2
Everly, Jane 1 4 5 4 1Furgison, Chase 4 3 1 3 3Gordon, Erica 1 1 1 1 1Grant, Noah 3 1 5 3 1
Hausman, Mike 4 5 2 3 3Henshaw, Ellie 3 2 1 2 2
Holcumbrink, Chase 3 3 2 3 2Howard, Jerry 2 3 4 3 3Huff, Collin 2 2 2 1 3
Huffman, Casey 3 1 2 3 1Hummer, Emily 2 2 1 3 2
Humphrey, Bruce 2 3 4 4 3Hundley, Caden 4 3 2 4 3
Ingram, Sara 3 5 4 4 5Jeffress, Madison 5 4 4 5 3Johnson, Harlan 3 4 3 3 1
Keller, Chase 4 2 2 3 2Krumme, Baxter 2 2 3 3 2Lefler, Maloree 3 4 4 4 5
Lohman, Jackson 4 5 3 4 3Martin, Erica 1 1 2 2 1McCay, Jack 1 3 1 3 4
McGinness, Clayton 4 3 2 4 5McKnight, Delaney 2 1 3 1 3
Mejia, Joe 4 3 1 2 2Null, Alex 2 4 3 5 3
Phillips, Bill 3 4 3 3 2Portrey, Shayna 3 5 2 5 5
Rose, Tori 3 4 2 3 2Roster, Greysen 2 4 2 1 3Roster, Griffin 4 5 4 4 4Schank, Jacey 3 3 3 3 2Schieb, Jake 2 2 1 2 1
Schwin, Steve 3 4 4 3 2Simpson, Chase 2 1 3 2 2Smith, Randy 2 2 3 3 3
Trachsel, Steve 3 3 4 3 2Turner, Allison 3 3 4 4 4
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Uhlein, Lanie 3 2 3 4 3Vulgamott, Savannah 2 4 2 3 3
Wall, Claudia 2 2 3 1 2Walters, Kelly 4 2 2 2 2
Wandfluh, Kydone 5 5 3 4 5Weaver, Tucker 1 4 3 4 2
Wilt, Tyler 3 3 2 4 3Wilt, Zane 2 2 3 1 3
Young, Trent 1 2 3 3 2
AVERAGE 2.723076923 3.07692307 2.569 2.8923076922.5846153
8
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VI. BIBLIOGRAPHY
""2009 Survey of the American Golfer." Golf.com. N.p., n.d. Web. 12 Dec. 2014.
Richards, Jeff I. "Review: The Impact of Advertising Law on Business and Public Policy." Journal of Public Policy & Marketing 12.2 (1993): 284-86. Iknowtion.com. Business Impact, Feb. 2004. Web.
"Suggestions on How to Increase Revenue for Golf." Small Business. N.p., n.d. Web. 12 Dec. 2014.
"Survey: What Really Makes Golfers Happy?" Golf Digest. N.p., n.d. Web. 12 Dec. 2014.
"The Power of Freebies: Why Companies Pay to Give Free Samples to Supermarket Customers | TIME.com." Business Money The Power of Freebies Why Companies Pay to Give Free Samples to Supermarket Customers Comments. N.p., n.d. Web. 10 Dec. 2014.
"United States Census Bureau." Andrew County QuickFacts from the US Census Bureau. N.p., n.d. Web. 12 Dec. 2014.l
Welcome to Duncan Hills Golf Course." Duncan Hills Golf Course. N.p., n.d. Web. 17 Nov. 2014"Number of Americans Who Read Print Newspapers Continues Decline."Pew Research
Center RSS. N.p., 10 Oct. 2012. Web. 22 Feb. 2015.
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