Marketing and the golf course industry -- superintendents speak out GCSAA asked a panel of superintendents to speak about their roles and perspectives when purchasing golf course products. Questions were solicited from the group ahead of time and then presented during the session. The following are excepts of that discussion. Advertising Golf Industry Show and other trade shows Purchasing decisions Challenges and industry's role Advertising Q. What do you look for in an ad? What makes you read an ad? Likes testimonials, especially if they feature a local peer. Also national research. Testimonials, creativity, humor. A good marketing campaign is important. Ads that relate to articles or focus on promoting the profession. Doesn't like testimonials but regional ones do work. Technical people are more important than sales people. Q. Do full-page ads vs. smaller ads catch your attention? Smaller ads are fine, tend to read everything. Size isn't important. When flipping through a magazine, looks to the right. Likes to look for new products, so need to be visible. Size doesn't matter. It's all about repetition, links to articles, name recognition. If an ad gets his attention, he''ll look for the product at the show. Q. What about inserts? Looks at them while flipping through the magazine. Same as the polybag. GCM is the only magazine saved. On the Golf Industry Show and other trade shows Q. What is the value of the trade show to you? Values the trade show, has specific needs when he attends. Does research and follows up on local level to get prices, demos. Purchasing for the year is based on initial contacts at the show. Trade show is invaluable. Allows him to put his hands on the products. So important that he put a report together for his city protesting a "no travel" ban. Can't afford not to go to the trade show. Critical to his job and the industry. If necessary, will pay his own way to attend. Vital for the industry to understand superintendents' culture. Goes through publications and makes a plan based on ads in magazines. Show allows him to find out what products do and why. An opportunity to network with fellow superintendents to talk about products. Goes with list of things that need to be accomplished. Support of local shows is important, too. Employer doesn't support attending show, so relies heavily on print media. Q. Is attendance at field days declining? Why do you go and are they helpful? Still has field days in Georgia. Industry is much more responsive. Time factor becomes a problem. Can get information quicker via the Internet, media, reps visiting course. Believes technology has caused field day attendance to decrease and that they are scheduled during busy times. Trade shows are held at more convenient times. Q. How valuable is the national show vs. spending money locally? The trade show is a one-stop-shop. Gives him the opportunity to see products he would not normally get to see. The national show leaves a tremendous impression. Will attend national show and pass on local shows if budget restrictions are in question. Goes to national and local shows. Local shows hold more value in relationship building. Will pay more for local products to maintain relationships. Never shares pricing with other superintendents. National show is all about personal contact. Local support is important. Personal contact cannot be replaced. Purchasing decisions Q. What do you look for in a good distributor? Respect for the profession and his time. Time demands become greater. Need to make an appointment with him. Good sales techniques, respect for his time, help in problem-solving, people who get to know him and his course. Deals with only a few people. Prefers to deal with a few companies and buys locally. Relationships are key. Q. Is economics the biggest factor in determining your purchasing decisions? What about cheaper products? Economic influence is indirect. It does make superintendents question more and do more research. Definitely has an impact. With a smaller course, sometimes cheaper is better.· Must produce results and save money. The bottom line is results of the course conditions and meeting the expectations of his members. Spends more time researching products/services and looking for other options, not necessarily cheaper products. Will not sacrifice his property. Looking at reducing staff to save money. You need to know our culture. 70% of budget spent on staffing. Fertilizers and chemicals are only 10% of budget. When budgets are cut, staff is first to get reduced. Q. Product names vs. generics. Does the name/brand influence your purchase? Brand-name products are the best. Generics don't last as long and don't create loyalty. More comfortable with brand names, but would consider generics. Looks at the company behind the brand. Q. Do mergers affect your buying decisions? If values are the same and still meet his needs, it doesn't matter if the company changes its name. If loyalty is still there, it doesn't make a difference. Q. How valuable are product purchase loyalty programs? As a gift to self-no. If it can be given back to the golf course-good. Participates on a regular basis but gives back to The Foundation regularly. Likes the Silent Auction. Spends as much as possible because it's giving back to the industry. Q. How valuable do you find ex-superintendents as sales people? Prefer ex-superintendents because they know their needs. Superintendents must be comfortable in the new environment. Good rapport is important. Lends instant credibility. A sales person has to earn credibility. "A superintendent comes to me with instant credibility, which he loses through failure; a non-superintendent comes to me with no credibility, which he earns through success." It's all about relationship-building. Can be a vital source of information and serve as mentors to young, inexperienced superintendents. Challenges and industry's role Q. What is your greatest golf course management challenge? Personnel, retaining quality people. Stretching the dollars, no down time. Staff motivation and morale and golfer demands/expectations. Morale of staff, economy of local area. High fixed costs. Water quality. Economics, area is overbuilt with golf courses and they are competing for customers. Q. What can GCSAA and the industry do to help support superintendents? Facilitate to better understand how we do business. Work together for long-range planning. Make better working environments. Educate non-golfers. Get them out on golf courses. Tell our story, get the word out about the game of golf. Educate on course conditions, what's realistic, what's not. Facilitate more superintendent/industry contact. Smaller groups of industry with a superintendent. Breakout sessions. Q. What are your greatest challenges for the next 5-10 years? How can the industry help? Water quality and availability. Environmental issues. Perceptions of the positive aspects of how superintendents manage environmental issues. Efficiencies of products/equipment, personnel costs, return on investment. Water, perceptions of golfers. Show some brown courses. Change expectations of the color of green. Learning how to interface with the manufacturers and distributors. Break down the idea that companies are passive. Need to be more aggressive in helping superintendents make decisions. Distributors and superintendents should work as partners. Q. What should industry do to help you address these trends? If you were the head of a major company, how would you do business? Be responsive to our needs. Know your product and help find solutions. Stay in contact. Understand the needs that we have on a day-to-day basis. Know how and why I need a particular product. This is a people industry. Evaluates products depending on the people. Ultimately trust and people sell products.