 |
|
Branding from the inside out
Your employees play a key role in creating a consistent experience for your customers and, by extension, a strong brand for your golf course.
 |
Dawn breaks over meticulously groomed fairways. Dew-soaked grass betrays the footsteps of loyal customers heading to the clubhouse for a cup of coffee before their early-morning round. Aside from chirping birds, all is quiet.
But wait, what’s that noise? Raucous laughter, sprinkled with a few profanities, bolts from two young employees in your maintenance department driving a golf car at top speed around the corner of the clubhouse. The golfers stop, listen and shake their heads. You cringe as you consider how this affects their experience … and your brand.
The importance of brands
It’s no secret how competitive the golf industry has become. The number of active courses is virtually unchanged from five years ago, reflecting a slow but steady decline in rounds played. Consumer confidence has plummeted while recreational dollars are diverted to necessities like food and fuel. No wonder it’s tough to attract new customers, much less retain those you already have. That’s where a strong brand can help.
Brands represent a customer’s experience and perceptions from start to finish. They’re durable, memorable and valuable. More important, they distinguish your organization from the competition — critical to gaining share in a stagnant market. In a year when losing a few good customers can mean the difference between black and red, the return on investment in your brand is simple:
• It creates a unique and defensible niche in a crowded marketplace (players believe you have something of value no one else does)
• It builds trusting and enduring relationships (players are less likely to go elsewhere)
So who’s responsible for protecting the brand? Everyone who interacts with customers from the moment they call to reserve a tee time to their walk back to the car after enjoying a beer and burger.
 |
Everyone who interacts with golfers — including members of your grounds crew — is responsible for protecting the golf course’s brand. |
How employees influence your brand
You’ve probably heard the term “touch points,” — times, places and people that represent your brand and deliver on its promises. Most often, that’s your employees. Yet, statistics are plentiful about the challenges of turning employees into brand ambassadors. In fact, a recent study by the Communications Executive Council in Washington, D.C., found that nearly two-thirds of all employees don’t understand their company’s brand values and what they mean to their daily work.
If you are alone on the front line with customers, there’s no problem. But in reality, your organization is made up of diverse individuals who bring their own styles and personalities to the course. Some are seasonal and some are permanent. Some are highly opinionated and some are laid back. Most are committed, while a few are simply there for the paycheck.
Left to their own resources, employees will treat customers in a variety of ways. It takes good communication, strong leadership and a sustainable training program to instill the brand in their minds and hearts. Only then will you sleep soundly knowing tomorrow’s golfers will enjoy a consistent, positive experience.
Start at the beginning
The first step is defining what your brand stands for and how it differs from competitors. Don’t do this in a vacuum; take time to ask those who will be affected most. Joe Livingood, the senior vice president of Billy Casper Golf, understood this concept as he set out to improve his organization’s customer experience from beginning to end.
“Several years ago, we undertook a large survey of our customers on everything from course conditions to food and beverage,” Livingood says. “We looked hard at things we could control — like how friendly and courteous our staff was — and discovered we didn’t have a single set of standards for all employees. That’s when we designed our trademarked Ace Training Program that sets consistent expectations while allowing some creativity to fit the needs of our unique locations.”
The second step is documenting the brand values. What kind of personality does our brand represent? What do we believe in and support? How do we want people to feel when they interact with us? These values form the basis for the promise, a simple statement that’s memorable, unique and realistic. Avoid generic words and phrases that apply to anyone (especially competitors) like, “You’ll have your best round ever.” Aim for something that truly sets you apart like, “Our pristine conditions make you feel tall and proud like a pro. Only the rough is shorter.”
It’s easy to get too close to this, so validate the promise with your employees. This gets them involved early so they’re more likely to feel ownership. More often than not, they’ll be truthful about whether they can keep your promise day in and day out.
 |
Creating good value and a strong bond between customers and staff must accompany maintaining excellent course conditions. |
Build your brand
from the inside out
Strong brands are built from the inside out. It’s more than hanging up a poster with your brand values, more than having employees wear the same shirts and caps and more than putting your logo on every tee marker. It takes connecting with employees on a personal level so they understand how their behavior makes a difference. Here are some proven methods to help you achieve this:
• Capture their attention early. Work the brand into everything they hear and do from the first day of employment.
• Explain not just what, but why. Giving employees a context for new information, instructions and expectations helps draw a line between their performance and the course’s success.
• Use stories and examples to illustrate the brand. If you see someone interacting well with customers, make a note to share it with other employees. Stories breathe life into words.
• Anticipate the question, “What’s in it for me?” The answer may vary, depending on the employee’s position or compensation structure.
• Invite two-way conversations where employees can ask questions and offer ideas. One-way communications are not conversation; they’re monologues that keep people from trusting and owning the brand.
• Identify “brand champions” who are strong role models for others. These individuals are enthusiastic and believable; they get it. Ask them to present in meetings or employee orientations.
First teach, then coach
In tough economic times, it’s tempting to cut corners on “noncrucial” activities like employee training. But the stakes for your brand are simply too high. Since Billy Casper Golf invested in the Ace Training Program, there is plenty of evidence about its value.
“We’ve been doing this for several years now, and we better understand which parts of the customer journey are doing well and which need improvement,” says Livingood. “For us, the bottom line is rounds are up at a time when industry revenue is flat.”
Because employees have different styles, Livingood designed the course to motivate all types of learners. “We use a variety of media, including professionally-produced videos and printed handbooks, to visually illustrate customer interactions,” he says. “We also spend several hours role-playing. This format helps us see who’s really excited about taking care of customers. Those who aren’t can be moved to the back of the house where there’s less interaction.”
But keeping employees engaged once training is completed takes ongoing communication and reinforcement. A key element of the Ace program is personal coaching with a form to document the coach’s observations and suggestions for improvement.
Plus, there’s often a mystery shopper roaming the course. “These folks pose as legitimate golfers and interact with employees in various settings,” Livingood explains. “They give us reports on what was said as well as the overall pulse or tone. With multiple sources of feedback, we can take corrective action — or reward employees — when needed.
“At the end of the day, if I can create good value, excellent course conditions and a strong bond between customers and staff, they’ll come back.”