The Pellucid Perspective - June 2017 - 6

3RD PARTY TEE
TIME MARKETING

times, showing them how many points will be deducted from
their account for the tee time.
"We tell golf courses to put together a rate structure that aligns
with their existing rate strategies," Kestin said. "Our system is not
totally rate blind, but it creates a mentality that will hopefully
move users away from consistently searching online for the distribution channel offering the biggest discount."
As Kestin said, Forelinx is not in business to monetize the
golf course, but that doesn't mean their motives are entirely altruistic. They obviously generate a steady revenue stream from the
monthly membership fees of Forelinx member golfers. Down the
road as Forelinx grows, Kestin said, the company hopes to be able
to approach both golf retailers such as Roger Dunn and non-golf
retailers to arrange loyalty program awards of Forelinx "points" or
similar co-op programs. Additionally, Kestin said, the company
retains a certain amount of margin on Forelinx guest bookings,
and there is admittedly some "breakage" from members who do
not use all their accrued Forelinx "points."
From the initial cluster of six Southern California courses,
Forelinx has grown slowly but steadily to a current total of approximately 100 courses concentrated primarily in California
and moving toward adjacent travel destinations such as Las Vegas and Arizona. Obviously the program is most appealing to
golfers when there is both a concentration and a variety of types

DIS COV ER

of courses in their immediate area. Kestin said that any type of
public course can benefit, adding that some of the higher profile
(i.e. more expensive) courses may experience a particular rounds
uptick from Forelinx members who have "points" to spare and
part with those much more readily than they might if they had
to come up with cash or a credit card. One additional benefit that
the industry sorely needs is that Kestin said the Forelinx program may be especially appealing to the older, more established
segment of the Millennial generation, who he feels are more attracted to subscription programs in general and are quick to pick
up and navigate their way through the online tee time process.
Kestin admits that his time with industry giant GolfNow
played a key role in shaping the Forelinx business model. In addition to seeking a more course-favorable program, and one in
which the course receives immediate and full payment for all
rounds booked, he admitted to some scars from dealing with frequent customer concerns over various negative elements associated with the barter-based GolfNow program and its impact on
operators.
"I spent a lot of time in my GolfNow days trying to 'save' clients from leaving the platform," Kestin said. "I'm proud to say
that we have a 100 percent client course retention rate at Forelinx,
and when that day comes when we lose even one course for whatever reason, I'll be very upset."
n

THE TROON EXPERIENCE

STRATEGIC SOLUTIONS FOR TODAY'S GOLF BUSINESSES.
At Troon,® we recognize that the complexities and costs of running a golf facility
have never been greater. As the leader in upscale golf course management, we also
understand the magnitude of today's opportunities-and how a better customer
experience delivers measurably superior financial results. Contact the Troon
business development department at 480.606.1000 or visit www.TroonMGT.com.

FREE GOLF APPS
DOWNLOAD FREE TROON
GPS GOLF APPS IN ITUNES
A N D G O O G L E P L AY

Clockwise from top: Old Works, Anaconda, Montana; Aliante Golf Club, North Las Vegas, Nevada;
Palmilla Beach Golf Club, Port Aransas, Texas.

1
6 TGBD_Pellucid_7x5.indd
The Pellucid PersPecTive

J

2017

5/30/17
une 3:23 PM
http://www.TroonMGT.com https://www.twitter.com/troon?lang=en http://www.troongolf.com/index.php
Table of Contents for the Digital Edition of The Pellucid Perspective - June 2017
