The Pellucid Perspective - October 2011 - (Page 7)

COUPON MARKETING Let’s make a deal By Harvey Silverman Better customer targeting, in-house coupon control increase returns e’ve written in previous issues about the group coupon phenomenon and within it, the growth of golf-centric clones. And if not for the many comments we’ve received,we would have stopped right there. Our conclusion in analyzing online couponing and recommending a course of action was simple: do the math and if you indulge, track the results. Our Sharper Edge Marketing work gives us unique insights into the business of multiple diverse clients, and the introspection of their thought processes when it comes to filling their tee sheets. Our philosophy Our conclusion in of only doing recurring business with one facility within analyzing online a competitive set enables us to not only share ideas across couponing and our client base, but also suggest recommending a or try things that our client is course of action assured won’t be copied by a competitor (at least not at our was simple: do suggestion). So now as seasons the math and if are winding down, we’d like to share three case studies from you indulge, track three separate Sharper Edge clients and take a look at what the results. tracking can reveal. Behind Door No. 1 is a new client in western New York who tried a local online coupon deal in the spring (prior to retaining Pellucid). He offered a 50% off coupon based on his weekend rate of $40, including cart and range balls. From the $20 gross, he received $10 per coupon. The local coupon vendor sold 147 coupons to 83 people. We tracked these buyers through our client’s FORE Reservations system and here’s what we’ve found, through the end of September: • 53 buyers (64%) are new customers. Of these, 42 of them (79%) played just once, spent a total of $198, and have not returned. The other 11 returned an average of four times, spending a total of $1387. • The other 30 (36%) coupon buyers were existing customers. Of these, six have increased their spending at the course this year (we call these Retained Increase); 16 have decreased their spending (we call these Retained Decrease); and eight bought coupons, have not used them, and have not returned at all (we call these Defectors). • Did the course make money? Sure, some. It made $1470 on the coupon sales (so did the coupon vendor), and $1585 from www.PellucidcorP.com W new customers. But there has been a net decrease in spending from existing customers of $1169. Granted, this may not be directly associated with the coupon purchases, but it is a concern. Yet to be calculated is the “breakage”-coupons purchased but not redeemed. The tracking reveals that, in this instance, our client found a bicycle rather than the hoped-for new car behind Door No. 1. Behind Doors No. 2 and 3 are two clients whose seasons were winding down, and contemplated doing a local daily deal using prime season rates, extending the coupon expirations into the low-rate season. Not a bad idea, but unlikely to generate much if any new business. Most likely the coupons would be sold to existing customers who were more likely to know the rate structure and use the coupons sooner rather than later. Instead, we suggested filtering the customer databases and sending a daily deal-like offer just to people who had played only once this year. The intent was to re-engage people who already CONDITIONED FOR SUCCESS. The golf landscape in America has changed. In a market overcrowded with golf courses and little prospect for demand to grow significantly, today’s course owners and operators are experiencing extreme competitive pressure in nearly every aspect of their business. Never before has there been more reason to work smarter and more efficiently—or more reason to partner with ValleyCrest Golf Course Maintenance. As the national leader in golf course maintenance contracting, we’re a trusted steward of all manner of golf properties throughout America. 24151 Ventura Boulevard Calabasas, CA 91302 (888) 406-GOLF www.valleycrest.com Comprehensive Golf Course Maintenance The Pellucid PersPecTive 7 http://www.valleycrest.com http://WWW.PELLUCIDCORP.COM

Table of Contents for the Digital Edition of The Pellucid Perspective - October 2011

The Pellucid Perspective - October 2011
Table of Contents
When will pricing power return to golf?
Municipal golf’s identity crisis
Let’s make a deal
‘Winter rounds test drive’ promotion wins Labor Day battle
September weather impact: Too little too late?
‘Brown’ not making Half Moon Bay golfers blue
Cincinnati, OH Core Business Statistical Area (CBSA)
Comings & goings
The “Most Powerful” — really?

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