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It addresses membership decline, the rise of deal-driven golfers, and challenges collecting visitor data due to third-party withholding. The plan defines brand components, sets SMART aims and supporting objectives, and segments customer groups to tailor messaging, events, and communications. It also proposes initiatives such as data capture, bespoke visitor-focused content, competitions, and local business/media exposure.",{"@graph":63,"@context":118},[64,80,101],{"@type":65,"itemListElement":66},"BreadcrumbList",[67,71,74,77],{"item":68,"name":69,"@type":70,"position":9},"https://docshare.wps.com","Home","ListItem",{"item":72,"name":10,"@type":70,"position":73},"https://docshare.wps.com/template/",2,{"item":75,"name":11,"@type":70,"position":76},"https://docshare.wps.com/template/presentations/",3,{"item":78,"name":59,"@type":70,"position":79},"https://docshare.wps.com/template/golf-club-marketing-and-communications-planning-information/359688/",4,{"url":78,"name":59,"@type":81,"image":82,"author":87,"headline":59,"publisher":90,"fileFormat":93,"inLanguage":57,"description":61,"dateModified":94,"datePublished":95,"encodingFormat":93,"isAccessibleForFree":96,"interactionStatistic":97},"DigitalDocument",{"url":83,"@type":84,"width":85,"height":86},"https://docshare.wps.com/thumbnails/golf-club-marketing-and-communications-planning-information/359688.png","ImageObject",442,249,{"name":88,"@type":89},"Sophia Brooks","Person",{"url":68,"name":91,"@type":92},"DocShare","Organization","application/pdf","2026-10-28","2026-09-23",true,{"@type":98,"interactionType":99,"userInteractionCount":8},"InteractionCounter",{"@type":100},"ViewAction",{"@type":102,"mainEntity":103},"FAQPage",[104,110,114],{"name":105,"@type":106,"acceptedAnswer":107},"What key problems does the marketing and communications plan aim to solve?","Question",{"text":108,"@type":109},"The plan targets slightly declining membership, increasing deal-driven golfers, and the need to improve the customer experience for both members and visitors while strengthening visitor-focused communications.","Answer",{"name":111,"@type":106,"acceptedAnswer":112},"How does the plan recommend improving brand consistency?",{"text":113,"@type":109},"It emphasizes that the golf club brand extends beyond the logo, including name, website design and font, booking ease, colours, communication language, catering, pro-shop, and overall experience from information gathering to leaving after the round.",{"name":115,"@type":106,"acceptedAnswer":116},"What approach does the plan propose for aims and objectives?",{"text":117,"@type":109},"It requires focused SMART aims (Specific, Measurable, Achievable, Realistic, Time-bound) and then attaches achievable objectives to each aim, with examples covering member experience, visitor bookings, and general footfall.","https://schema.org",{"og:url":78,"og:type":120,"og:title":59,"og:site_name":91,"og:description":61},"article",{"robots":122,"canonical":78},"index,follow",{"doc_id":124,"site_id":56},359688,1791741509,{"code":4,"msg":5,"data":127},{"doc_id":124,"user_id":128,"nickname":88,"user_avatar":129,"doc_module":9,"category_id":8,"category_name":11,"doc_title":59,"doc_description":61,"doc_content":130,"file_id":131,"file_url":132,"file_type":133,"file_size":134,"view_count":8,"is_deleted":4,"is_public":9,"is_downloadable":9,"audit_status":9,"page_count":20,"language":135,"language_code":57,"site_id":56,"html_lang":57,"table_of_contents":136,"faqs":137,"seo_title":138,"seo_description":61,"update_tm":139,"read_time":47},962084925636,"https://ap-avatar.wpscdn.com/davatar_994ba38a5ba835b3df7d355c54d3ed8d","Golf Club Marketing and Communications  \nPlanning Information  \nOverview  \nThe club has a fantastic history and something national and international visitors especially will value greatly. The course is often commended for its layout and condition  \nThe club has historically been viewed as the ‘business persons’ club in the area and not as welcoming as some. The club therefore wishes to showcase their family friendly approach and have held events (Bonfire Night) to engage with members and the local community. Other events of this type are being considered.  \nMembership numbers are dropping slightly per annum and there are a growing number of golfers that are deal driven, rotating around clubs in the area that are providing offers on membership. There is a desire to increase loyalty within the membership and initiatives are being considered with regards improving the member experience and adding value to membership. There is also an opportunity to develop competitions that appeal to all members including scrambles and category 2 prizes. An Overseas membership category can provide revenue via subscriptions and additional spend when visiting the course.  \nVisitor numbers are steady, but there is a desire to increase visitor golfers from the local, national and international markets. Golf societies have been identified as offering a growth option.  \nCurrent club communications include social media and a newsletter. Social media is managed by multiple stakeholders, meaning communications are not as consistant as they could be. There is an awareness communications are member focused and there is a desire to include a greater amount of visitor content. Visitor data collection has proven difficult, as Golf Now withhold all data collected. The club is therefore considering implementing data capture of their own. The Foremost member newsletter database has increased to 520 from 250 which is excellent.  \nThere was a general feeling that the customer experience for both members and visitors could be improved and steps are being considered to address what changes can be introduced.  \nA Local Business and Golf Media day are being considered to increase exposure of the club in the local community and media.  \n1 Brand and Customer Experience  \nThe brand of a golf club goes far further than the logo- it goes right through the business from top to bottom. Individual brands mean different things to different consumers and differentiation from competitor brands (other courses) allows your business to stand out from the crowd. Your club name, logo, website layout, website font, ease of booking, colours used and content of communications, language, catering, pro-shop and welcome. Put simply, the overall customer experience from sourcing information about your club, booking to leaving after their round reflects on your brand.  \nThink about how you want your brand to be perceived by members and visitors and identify ways your brand consistency can be improved.  \nOnce you have identified your main brand components, these can be used to help form your aims and objectives through identifying gaps or developing certain aspects of your business. (See overleaf)  \n2 Aims and Objectives  \nSetting focused aims and appropriate objectives provides a clear route to improving identified aspects of your business. Ensure these are S. M.A. R.T. -Specific, Measurable, Achievable, Realistic and Time bound.  \n2.1 Aims  \nIdentifying the aims of your club is critical when defining your business to different customers groups. Examples of these aims could be 'Make the golf course the most welcoming in the area', 'Create the best value golf experience in the area' or ‘Increase visitor numbers’. Make sure your aims are realistic and achievable. Remember your aims can change as the business changes and choose no more than 3 that are most important at this time-this will help ensure they are deliverable within the desired timeframe.  \n2.2 Objectives  \nOnce you set your aims, a","cbCailXl5kqjO8uW","https://ap.wps.com/l/cbCailXl5kqjO8uW","pdf",239165,"English","# Overview\n## 1 Brand and Customer Experience\n## 2 Aims and Objectives\n### 2.1 Aims\n### 2.2 Objectives\n## 3 Customer Groups\n### 3.1 Members","[{\"question\":\"What key problems does the marketing and communications plan aim to solve?\",\"answer\":\"The plan targets slightly declining membership, increasing deal-driven golfers, and the need to improve the customer experience for both members and visitors while strengthening visitor-focused communications.\"},{\"question\":\"How does the plan recommend improving brand consistency?\",\"answer\":\"It emphasizes that the golf club brand extends beyond the logo, including name, website design and font, booking ease, colours, communication language, catering, pro-shop, and overall experience from information gathering to leaving after the round.\"},{\"question\":\"What approach does the plan propose for aims and objectives?\",\"answer\":\"It requires focused SMART aims (Specific, Measurable, Achievable, Realistic, Time-bound) and then attaches achievable objectives to each aim, with examples covering member experience, visitor bookings, and general footfall.\"}]","Golf Club Marketing and Communications - Planning Information | PDF",1790137543]