Whenever we prepare a report or talk with our superiors, our team or even colleagues in the sector, we talk about revenue, occupancy, the percentage of budget achieved. In short, about how much we have sold.

But if we go a step further, if we are really pursuing the optimisation of our club’s sales, perhaps the question should be: how much have we failed to sell?

Of course we are not talking about utopias; we would all like to have our business full every day and, while we’re at it, at a good price. But that is only within reach of a few. The rest of us have to work hard to get the best possible results, and even more so right now.

That is why it is important to flip the equation and think about how much more we could have sold.

First, set the ceiling, which does not necessarily have to be the sales budget, since that is drawn up before the previous financial year ends and forces us to make several forecasts throughout the year, especially now that we have to keep reformulating constantly to adapt to the situation.

Once set, we look at the gap between that and our actual sales. You can check it yourself with our calculator.

Now that we know how much we have failed to sell, we have to work to achieve better results, the best possible. We need to analyse where we went wrong.

• Price?

We know price is a major factor but not the only one, and we are wrong to think we will always sell more if we lower prices. On the one hand, not all products and customers are equally price-sensitive. On the other, before taking action we should think carefully about whether we need to resort to offers or whether we need to improve in another area, such as those below.

• Do we know our customer? Are we offering them an attractive product?

If we know our customers (current and potential), we will be able to offer them a product they find attractive, one that meets their needs, and we will also be able to communicate it to them in the right way.

• Have we communicated it? Have we done so in time?

It doesn’t matter how good our product is or how attractive our prices are if we don’t communicate them. And if we know the market, we will do it at the perfect moment and get results. For example, if we have high availability for the coming weeks and launch a long-stay offer, not only will we get no results, because this type of product is usually booked months in advance, but we will also lose credibility with our partners. A promotion aimed at the local market, on the other hand, can help us win more bookings.

• Were the channels the right ones?

For messages to arrive and work, we need to communicate differently with each audience: email or phone for tour operators, email marketing and social media for direct customers, noticeboards for members, and so on.

• Do we look after our partners?

Beyond product or price, partners sell those establishments that give them guarantees: because booking management is more efficient, because they are flexible with changes or cancellations. Let’s not underestimate partners’ power to redirect sales. Golf sales are still very traditional, and aspects such as loyalty, or what the contact person means to them (whether the manager, the sales rep or the reservations manager), can help or hurt sales.

• Do we look after our customers?

It may sound clichéd, but it is easier to retain a customer than to win one. A happy customer becomes an advocate, a brand ambassador. The people truly responsible for achieving this are the front-line team members, on whom much of the customer experience rests: caddie master, pro shop, reception or restaurant staff. Let’s make sure they are happy at the club too, and that they pass it on.

• Adapting to the situation

Now more than ever, we must adapt our products and the way we work to the circumstances. Only then will we achieve better results.

We know the current scenario is very difficult and the future uncertain. On top of that come the months of closure and low occupancy. But high fixed costs demand a minimum level of sales for the business to be viable. The fact that there are factors beyond our control does not mean we can do nothing, because there are always new customers or segments to attract, prices to review or new products to launch.

Don’t throw in the towel and, if you need to, ask for help.

Compartir