2015 Marketing Plan Forrest Creason Golf Course

2015 Marketing Plan
1616 East Poe Road Bowling Green, OH 43402
Prepared By The Senior Managing The Service Experience Capstone Class
Forrest Creason Golf Course

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Table of Contents
EXECUTIVE SUMMARY....................................................................................................................... 4
Problem Identification............................................................................................................................ 4
Situation Analysis Summary.................................................................................................................. 4
Goals and Strategies................................................................................................................................ 4
Highlight of Recommendations .............................................................................................................. 4
SITUATION ANALYSIS: EXTERNAL ENVIRONMENT ................................................................... 5
Category Analysis ..................................................................................................................................... 5
Market.................................................................................................................................................... 5
Market Size and Scope .......................................................................................................................... 5
Market Sales and Trends ....................................................................................................................... 5
Market Attractiveness............................................................................................................................ 6
Socio-Cultural Issues............................................................................................................................. 7
Role of Technology ............................................................................................................................... 8
Category Characteristics........................................................................................................................ 9
Category Characteristics........................................................................................................................ 9
Local Industry Analysis....................................................................................................................... 10
Market Potential................................................................................................................................... 10
Competitor Analysis................................................................................................................................ 11
Stone Ridge Golf Club......................................................................................................................... 12
White Pines Golf Course ..................................................................................................................... 13
Heather Downs Country Club ............................................................................................................. 14
Fallen Timbers Fairway....................................................................................................................... 15
South Toledo Golf Club....................................................................................................................... 16
Riverby Hills Golf Club....................................................................................................................... 17
Summary.............................................................................................................................................. 18
SITUATION ANALYSIS: INTERNAL ENVIRONMENT .................................................................. 19
Company Resources ............................................................................................................................ 19
Financial Resources............................................................................................................................. 20
Informational/Physical Resources ....................................................................................................... 20
Offerings.............................................................................................................................................. 21
Business Relationships ........................................................................................................................ 22
Financial Success................................................................................................................................. 22
SWOT Analysis................................................................................................................................... 23
Summary.............................................................................................................................................. 24
MARKETING OPPORTUNITY ANALYSIS ....................................................................................... 25
Customer Analysis ............................................................................................................................... 25
Existing Customer Segment ................................................................................................................. 25
Research Findings ................................................................................................................................ 26
REVISED ORGANIZATIONAL MISSION, OBJECTIVES AND STRATEGIES.............................. 27
Introduction .......................................................................................................................................... 27

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Current Mission Statement................................................................................................................... 27
Suggested Mission Statement............................................................................................................... 28
Goals and Objectives............................................................................................................................ 28
Short-term Goals .................................................................................................................................. 29
Long-term Goals................................................................................................................................... 29
RECOMMENDATIONS & TACTICS................................................................................................... 37
BUDGET................................................................................................................................................. 46
CONCLUSION ....................................................................................................................................... 47
REFERENCES........................................................................................................................................ 48
APPENDIX A: INDUSTRY ANALYSIS .............................................................................................. 50
Table 1: Public Golf Course Revenues................................................................................................ 50
Table 2: Northwest Ohio Golf Course Data ........................................................................................ 50
Table 3: Golfer Classifications ............................................................................................................ 50
Table 4: Golfer Supplies Revenue in 2011.......................................................................................... 51
APPENDIX B: COMPETITOR ANALYSIS ......................................................................................... 52
Table 1: Golf Course Features............................................................................................................. 52
Table 2: Golf Course Pricing............................................................................................................... 52
Table 3: Golf Course Amenities.......................................................................................................... 53
Table 4: Golf Course Membership Offerings...................................................................................... 54
Table 5: Golf Course Membership Offerings...................................................................................... 55
APPENDIX C: INTERNAL ANALYSIS............................................................................................... 56
Table 1: Forrest Creason Greens Fees................................................................................................. 56
Table 2: Forrest Creason Membership Offerings ................................................................................ 56
Table 3: Forrest Creason Revenue History from 2009-2011............................................................... 57
Table 4: Forrest Creason Revenue History from 2012-2014............................................................... 57
APPENDIX D: CUSTOMER ANALYSIS............................................................................................. 58
Table 1: Interview Questions for Avid and Occasional Golfers.......................................................... 58
Table 2: Interview Questions for Non-Golfers.................................................................................... 59
Table 3: Findings of General Knowledge of Forrest Creason............................................................. 59
Table 4: Findings About Golfing on the Course ................................................................................. 60
Table 5: Findings About the Driving Range........................................................................................ 60
Table 6: Findings About the Clubhouse .............................................................................................. 60
APPENDIX F: GOALS AND STRATEGIES........................................................................................ 61
Table 1: Suggested Short-Term Goals and Strategies for Forrest Creason ......................................... 61
APPENDIX G: CLUBHOUSE PROPOSAL.......................................................................................... 64
Table 1: Outline of Custom Clubhouse ............................................................................................... 64
Table 2: Cost Breakdown for Custom Clubhouse ............................................................................... 65
APPENDIX H: CALENDAR OF EVENTS AND PROMOTIONS ...................................................... 69
Table 1: Forrest Creason Event and Promotions Calendar.................................................................. 69

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EXECUTIVE SUMMARY
Problem Identification
Forrest Creason Golf Course at Bowling Green State University is lacking in active student participation
on the golf course. Additionally, the course is currently bringing in insufficient revenue and due to the
budget cuts, the course has lost financial support from the University. The financial results show a decline
over the years from 2009 to 2014 for Forrest Creason. Additionally, the financial information follows a
July to June calendar year because the fiscal year is based on the University. The income and total
revenue has been steadily declining since 2009. Due to a lack of sufficient revenue, Forrest Creason faces
the issue of continuing to operate the course as is. Forrest Creason faces the choice of investing
University or private funds in the course in hopes to sustain it, allowing an outside source to manage the
course, or ceasing all golf operations of the golf course.
Situation Analysis Summary
Forrest Creason has many strengths, weaknesses, opportunities, and threats in regards to its daily
operations. Through analyzing the industry, golf course, competitors, and current customers, it is evident
that although Forrest Creason has many strengths, however there is still room for growth and
improvement upon revenue and student participation.
Goals and Strategies
There four short-term goals and two long term goals to support the recommendations for Forrest
Creason.The short-term goals suggested include increasing revenue, increasing student participation,
increasing cross campus outreach, and increasing brand awareness. All short-term goals maintain feasible
objectives and strategies in order to be accomplished. The short-term goals are set as a foundation to
achieve the long-term goals, which ultimately will bring in revenue and student participation. The two
long-term goals include a new irrigation system and a custom clubhouse. In order to achieve these two
long-term goals, Forrest Creason will need to bring in a steady amount of revenue by achieving all short-
term goals and also must be provided with support and funding from the University, otherwise the course
will be forced to cease all operations.
Highlight of Recommendations
There are six recommendations chosen, based on the situation analysis, to meet the current needs of
Forrest Creason. These six recommendations were selected based upon the time it would take to
implement them, the requirements of the golf course to continue operation, and the stated desire to
increase student participation at Forrest Creason.

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SITUATION ANALYSIS: EXTERNAL ENVIRONMENT
Category Analysis
This section analyzes the golf industry, which includes golf facilities within the United States. Specific
topics that included are market size, market potential, category characteristics, category attractiveness,
role of technology, and socio-cultural issues.
Market
The following sections will provide a general overview and analysis of the current and past market status
of the golf industry in the United States.
Market Size and Scope
Golf is a very large market with revenues reaching $22.9 billion in 2015 (Isakowtiz). The largest
component that contributes to the industry’s revenue is golf facilities. A golf facility can be defined as a
place, which “…offers the opportunity to participate in the game of golf on one or more regulation,
executive or par-3 length golf course. A golf facility contains at least one 9-hole course and may include
different types of courses of varying lengths” (Second Home). Within golf facilities, the major revenue
streams are green fees, cart rentals, range fees, membership fees, and food and beverage sales. Revenues
over the past two years have grown steadily with an increase of 1.6% from 2014 to the start of 2015 and
1.8% from 2013 to the start of 2014. The least amount of revenue that contributes to the total of $22.9
billion is golfer supplies, which accounted for only 4% of total revenue (Isakowtiz, Lucas). Revenue
increase is important to note as many courses highlight their accessories and merchandise with very little
return in the long run. Golfer supplies include equipment such as golf balls, clubs, and golf bags, which
accounted for $3.5 billion. The other revenue came from golfer apparel, which was $1.6 billion, and golf
media such as magazines was approximately $533 million (The 2011) (See Appendix A, Table 4). In the
past 10 years, spending on golf equipment, apparel, and golf media is down. Golf is a major contributor to
the U.S. economy and the decline in revenue was primarily due to the rapid drop in golf real estate (-
68.3%) and the lack of capital investment (-42.1%) (The 2011).
Market Sales and Trends
According to “Barnes Reports: Worldwide Golf Courses & Country Clubs Industry,” in 2012 there were
6,395 public golf courses in the United States which accounted for $9,289 million in sales (See Appendix
A, Table 1) . This number of dollars in sales refers to all revenues that were produced by public golf
courses including, but not limited to, rounds of golf sold, golf cart rentals, and golf ball purchases. Even
though the overall market is large, the golf market has been seeing a steady downslope in participation
rates, rounds of golf played, and also the amount of golf courses being opened. According to Michael
Buteau who wrote U.S. Golf Course Closures Exceed Openings for Eighth Year, a total of 14, 18-hole
golf courses were opened in 2013. This was the eighth straight year that the golf industry has seen a
higher number of golf courses being closed compared to those being opened. According to the National
Golf Foundation, the number of participants in golf from 2010-2013 grew smaller in all major categories
including occasional golfers, core golfers, and avid golfers. Core golfers play 8-24 rounds of golf a year
where as avid golfers are playing more than 25 rounds a year.

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Market Potential
More golf courses closing rather than opening means those golf courses were consistently losing money
and as a result, they closed their doors. On a local level, golf courses closing their doors can be a positive
situation for their competitors because golfers now have fewer courses to choose from. This could result
in more revenue being brought into the competitors open facilities.
Market Attractiveness
According to the National Golf Foundation, in 2013 about 11.1 million golfers were classified as
“occasional” golfers compared to 13.6 million core golfers and 6.4 million avid golfers (See Appendix A,
Table 3). Since a majority of participants within the golf industry are occasional and core golfers, the skill
level of many participants is typically inferior to avid golfers. The golf industry is experiencing an
exciting trend as of recent years with the increase in numbers of younger golfers, along with more women
participating in the sport. Occasional golfers typically look for courses to play that are friendly and not as
hard as a championship course may be. Having a relatively easy course caters to the largest market in the
golf industry and offers exactly what these occasional golfers are looking for.
Opportunities within the Golf Market
• Since 2006, for the eighth straight year, more golf courses have closed than have opened (Buteau,
Michael). Due to the amount of golf courses in the U.S. closing their doors each year, there is
now more competition between golf courses on a local and national level.
• Many younger players are emerging in the Professional Golf Association (PGA), which
influences younger kids to start golfing as it has been seen with minorities starting to golf due to
Tiger Woods being a well-known name.
Threats within the Golf Market
• Overall participation rates and rounds played each year are steadily decreasing.
• The amount of avid golfers has decreased over the years, which means there are less golfers
consistently participating.
• The industry’s main revenue stream is from green fees. Unfortunately, the majority of golfers
who contribute to the green fees are occasional and core golfers, which are the two categories of
golfers that golf the least.

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Socio-Cultural Issues
The following section discusses socio-cultural issues that exist in the golf industry today.
Socio-Cultural Issues
Throughout golf’s history, there have been major players that have assisted in the growing popularity of
the sport. Some of these players include Arnold Palmer, Jack Nicklaus, and Tiger Woods. According to
the National Golf Foundation, there was a spike in golf participation immediately after each of these
players emerged on a national level. A rise in participation is typically due to players being role models
for a younger generation. In Tiger Woods’ situation, he had a large impact on the amount of minorities
becoming involved in the sport of golf when he first became largely recognized in the late 1990’s.
Although professional players have consistently had an effect on the participation rates of golfers, there
are many other factors that affect the golf industry. Two of these major factors are age and money. Golf is
an expensive sport that requires high priced equipment to play and expensive fees to play. The large
expense narrows down the potential market because of economic restrictions. The next factor is age. Golf
is perceived as a slow sport played by older or retired people. The perception that golf is primarily played
by an older demographic can have an effect on younger players and turn them away from the sport since
it is thought of to be a leisure sport rather than a sport of high intensity. According to “The 2011 Golf
Economy Report,” men are not the only influential players that have an impact on the industry. Michelle
Wie, an American golfer who plays in the LPGA, commenting on women’s status in golf today said,
“You have Yani Tseng, Shanshan Feng, and all the Korean players and players from Asia where
opportunities may not be as available, but when one is given the opportunity it’s amazing what they can
do with it: that’s so important. It’s just giving people the opportunity and seeing what they can do”
(Isakowtiz, Lucas). As golf has seen before, players have a tremendous effect on the players that play the
game. With more women becoming the face of golf, it is expected that this will increase the number of
women who play the game. Due to the trends in women golfers becoming influential figures, golf is now
becoming more popular among woman and uni-sex matches are expected to become more popular.
Additionally, “The 2011 Golf Economy Report,” expects men and women to participate in golf more
frequently by the year 2020 and use golf for one of their leisure time activities.
Opportunities with Socio-Cultural Issues
• According to “The 2011 Golf Economy Report,” golf is becoming more popular among women
and uni-sex matches are expected to become more popular.
• Professional golf is becoming dominated by a younger demographic, which can increase the
amount of younger people picking up the sport.
• There are many influential woman golfers, primarily in Asia, that have had a strong impact on the
sport and according to experts, they do not see this trend slowing down. Due to influential woman
golfers, the rise in women who participate in the sport should continue to rise.
Threats with Socio-Cultural Issues
• There have been no major upswings in minorities participating in golf in recent years. There have
been no influential players to kick start an upswing in minority participation rates as much as
Tiger Woods did.
• Golf is seen as a sport primarily for older wealthy men and therefore, causes new players to be
reluctant to try golf as a sport.

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Role of Technology
The following section will discuss the importance and role of technology within the golf industry,
particularly focusing on technology used during play.
Golf Sense
GolfSense is a wireless sensor that attaches to one’s golf glove and syncs to both Apple and Android
products. This gadget tracks a golfer’s swing, the amount of twist in the golfer’s wrist, and the golfer’s
follow through. There is no video capture; however, the information that it provides is sure to improve
your golf game.
Leupold RX-600i Laser Rangefinder
The Leupold RX-600i Laser Rangefinder is considered a Cadillac among golfers. With the Leupold RX-
600i’s durable and waterproof stricter, golfers now have the ability to point the gadget’s laser anywhere
on the course within 500 yards and receive an exact reading of distance. The accuracy of this gadget
minimizes the risk of over and under swinging, boosting your game as a whole.
TaylorMade R1 Driver
The TaylorMade R1 Driver is essentially an all-in-one club. This driver can be adjusted by tuning three
key club head parameters in regards to the face, loft, and shape, giving you the variety of a whole golf bag
in one single driver.
Fore! Reservations
Fore! Reservations is the industry leading software that helps golf courses increase revenue and rounds
played. Some features include a reservation and marketing system and a POS (point-of-sale) system. This
software also assists courses with e-mail marketing, e-mail confirmations, customer database, and direct
marketing tools.

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Category Characteristics
This section discusses the services that are most commonly found in golf courses and facilities throughout
the United States.
Category Characteristics
Golf is a game of patience that involves a lot of practice in order to master it. Many golfers who are
serious about improving their game will purchase golf lessons. These lessons are commonly purchased
through a local golf course. Additionally, many courses have a clubhouse that often includes a restaurant,
concessions, a banquet hall, and a lobby for players to relax before, after, or in between the front and back
9-holes. Golfers are more inclined to have their golf outing, wedding, or events at a golf course with a
clubhouse that can provide amenities that the average course cannot.
Opportunities with Category Characteristics
• Golf courses are more than just golf courses. They serve as banquet halls, restaurants, fitness
centers, and offer many services.
• With satisfactory facilities, services such as golf instruction and golf outings are easy to
implement.
Threats with Category Characteristics
• Many services that surrounding golf courses offer are very expensive to implement, such as a
clubhouse, banquet halls, and restaurants. Due to the industry’s steady decline, courses are
hesitant to fund these expenditures.
• A clubhouse is the most appropriate venue in which to provide services in. It is also the most
expensive to implement even though a clubhouse is often times the most important.

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Local Industry Analysis
Market Potential
In northwest Ohio there are 21 golf courses (See Appendix A, Table 2). These golf courses range from 9
to 18 holes and from public to private courses. When looking at the region as a whole, it is important to
take into consideration all factors, which may play a role in who golfs. By analyzing the surrounding
areas, we can determine the kind of market potential that there is in Northwest Ohio. According to data
presented by the Forrest Creason Consultant, Mark Tansey, the population in this area is 468,297 with
only 9% being actual golf players (See Appendix A, Table 2). Breaking it down even further, this means
that only 42,417 people in the Northwest Ohio region are golfers. Tansey estimates that 590,054 total
rounds of golf are played in Northwest Ohio in a year. Breaking down these rounds, there are an
estimated 2,007 golfers per course and 28,098 rounds played per course (See Appendix A, Table 2). The
totals show that there are roughly 14 rounds played for every one golfer. Looking at this information,
Forrest Creason can then position itself to gain more population on their golf course.
Industry Summary
Golf has been on a steady decline throughout recent years; however, there are still many trends
developing. Although the amount of participants and rounds played each year are down, and golf courses
are more often closing their doors than opening new ones, there has been a large rise in woman golfers
along with younger demographics joining the sport. The rise of women golfers shows promise in the
future as the industry hopes that these players will continue to play golf even more.

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Competitor Analysis
Golfers in the Bowling Green area have many different options when it comes to choosing a golf course.
With these choices, Forrest Creason has a competitive edge over many of these other courses with the
numerous amenities that they offer. However, the course is still lacking in certain areas. This section takes
a look at the competitor’s strengths and weaknesses.
In the northwest Ohio region, there are 21 golf courses within a 30- minute driving radius of Forrest
Creason Golf Course at BGSU. Of these 21 courses, a subset of six golf courses was focused on in this
analysis. The competitors were selected based upon the following criteria: distance from Forrest Creason,
how many holes the golf course has, and whether the course is a public or private course. Using these
criteria, the following six golf courses were selected; Stone Ridge Golf Club, White Pines Golf Course,
Heather Downs Country Club, Fallen Timbers Fairways, South Toledo Country Club, and Riverby Golf
Club. In the analysis that follows, each of these golf courses is evaluated on the distance from Forrest
Creason, the quality of the facilities, the pricing, and the different amenities offered, such as golf club
rental, lessons offered, and technology uses.
The map below outlines the distance of the six golf courses covered in relation to Forrest Creason.
Heather Downs Country Club Stone Ridge Country Club
South Toledo Country Club White Pines Country Club
Fallen Timbers Fairways Forrest Creason Golf Course
Riverby Hills Golf Club

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Stone Ridge Golf Club
Description
Stone Ridge Golf Club is an 18-hole public golf course that sits on 150 acres. Stone Ridge offers
excellent golf conditions with well-kept greens. They also have a practice facility with a driving range
and a putting green, along with a restaurant that offers daily specials. During the week, greens fees are
$35 and $39 on the weekends. Stone Ridge is also home to the BGSU men and women’s golf teams,
holding claim to MAC golf tournaments.
Strengths
Stone Ridge is perceived as an upscale golf course because of its high end amenities such as outstanding
practice facilities and the championship golf course that sits on 150 acres of rolling terrain. Stone Ridge
has received a rating from Ohio Golf Guide of 75.1, which is higher than that of its competitors (See
Appendix B, Table 1). Stone Ridge also offers tees from a wide variety of distance for golfers since their
slope varies from 111 – 134 depending on where the golfer tees off (See Appendix B, Table 1). Stone
Ridge offers a full service restaurant and banquet halls, which allows for weddings, banquets, golf
outings, and tournaments, which contribute a great deal to the customers’ experience at Stone Ridge. The
greatest strength of this course is the ability to fluctuate pricing to match Forrest Creason.
Weaknesses
Although Stone Ridge offers an exceptional experience to its customers, it does not offer club rentals
which can drive away occasional golfers or those who do not own the proper equipment to play (See
Appendix B, Table 1). Golf is viewed as a sport for those who have a high social status. Stone Ridge has
a high-end public perception due to the championship course and high-end amenities. Thus, it may drive
away people who lack the appropriate skill level to play the course. Finally, Stone Ridge is surrounded by
a housing development which can cause safety concerns for under skilled players who may worry about
mishitting a ball near a home.

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White Pines Golf Course
Description
White Pines Golf Course is a locally owned Golf Course just outside of Swanton, Ohio. A round of golf
at White Pines is $18 on weekdays and $22 for the weekends. The facility offers a range of tees allowing
for a wide variety of golfers with different level of skills to partake in the course. White Pines is a
championship course with a par 72 (See Appendix B, Table 1) that takes pride in getting to know its
golfers.
Strengths
The course was recently voted the seventh best course in the Toledo Area by Toledo Blade voters. In
addition to being a championship course, the course sits predominantly on sandy ground, allowing for
excellent drainage. This drainage system is a strength because often times when other courses are closed
due to wet grounds after rain storms, White Pines is open to walkers and carts. White Pines features
competitive pricing including an $18 greens fee on weekdays and a $22 fee on weekends. White Pines
offers twilight incentives featuring “all you can play” after 2:00 p.m. with fees for $20 with a cart on
weekdays and $25 with a cart weekends (See Appendix B, Table 2). The facility serves hot and cold food,
along with a variety of alcoholic and nonalcoholic beverages, which appeals to all ages. White Pines has a
user friendly website that allows golfers to view and schedule tee times with the click of a mouse. The
course also offers a banquet facility that can be rented for outings, memorials, fundraisers, leagues, and
weddings.
Weaknesses
The small dining area in the White Pines clubhouse makes it difficult for many golfers to be served at the
same time. Although the golf course is a favorite of many, especially senior citizens, the facility may not
come across as welcoming at one’s first encounter. There is no obvious main entrance since there are
many doors facing the main parking lot. The placement of the entrance may seem confusing to new
golfers. Another weakness of White Pines is the rental equipment. The course club rentals are offered;
however, it consists of old and incomplete sets of clubs due to loss and theft. Lack of proper rental clubs
could be a potential issue because individuals are unable to rent a complete set of clubs to use at the
facility. Another weakness for White Pines is the golfer participation in various golf lesson programs.
White Pines gives lessons upon request; however, requests are not made often. Since lessons are not often
requested, there are no golf instructors on staff.

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Heather Downs Country Club
Description
Heather Downs Country Club, located in Toledo about 29 minutes north of Forrest Creason, has many
different amenities to offer such as a golf course, banquet hall, and Bogey’s Bar and Grill. Pricing is set at
$24 on the weekdays and $28 on the weekends. This country club has a rating of 70.8 according to Ohio
Golf Guide and features 18 holes, with the greens totaling 6,850 yards, which makes it a smaller course
compared to the average yards of a course (See Appendix B, Table 1).
Strengths
Heather Downs is an upscale country club; therefore, customers may have a higher expectation of the
services when choosing this course over Forrest Creason. Heather Downs offers competitive pricing,
giving golfers the option of a monthly membership. The membership includes all golf fees, dining, a
member lounge, and preferred tee times. A strength of this country club is that it stays open year around
with events being held in the club house. This clubhouse, which is a 30,000 square foot facility, serves as
a venue for wedding receptions, social events, and parties. Heather Downs offers a dinner service in the
clubhouse called Bogey’s Bar and Grill (See Appendix B, Table 3). Along with the daily dinner service,
the clubhouse serves snacks starting at 9:00 a.m. Heather Downs stands out from Forrest Creason because
the country club invites non-golfers along with golfers, allowing family and friends to enjoy a day at the
golf course as well.
Weaknesses
One weakness this course has compared to others, including Forrest Creason, is being called a “country
club.” Since Heather Downs is a country club it may not appeal to all customers. Golfers who have not
been to this course may have the assumption that it is a private golf course; however, it is a public golf
course. Since it is a county club, the dress code is assumed to be more formal such as wearing khakis and
a collared shirt rather than the casual dress code at Forrest Creason. Being categorized as a county club
can turn away customers who are looking for a more relaxed day of golfing because of stricter dress code
and rules of the country club.

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Fallen Timbers Fairway
Description
Fallen Timbers Fairway is located about 25 minutes North of Bowling Green. Ohio Golf Guide states that
the course is a 70 par, making it easier than the average course (See Appendix B, Table 1). The pricing of
this course is average. It is $22 to play on the weekday with varying prices for the weekends, depending
on the time of day (See Appendix B, Table 2). Fallen Timbers offers promotions including discounts for
evening golfing, discounts for family golfing, and discounts for early birds and holidays. Overall, Fallen
Timbers’ competitive edge is being fairly priced and offering different price reductions and promotions.
Strengths
Fallen Timbers has many amenities including a clubhouse with a restaurant, bar, and banquet room, as
well as a small patio which can be used for parties. Fallen Timbers also has a pro shop and offers club
rentals and golf lessons. The facility includes a putting green and a driving range, giving golfers the
ability to practice their game (See Appendix B, Table 3). Moreover, Fallen Timbers has an indoor golf
simulator, which allows golfers to practice their swing during the winter months. The Fallen Timbers golf
simulator is able to continue generating revenue during the off-season. The simulator also gives golfers an
alternative way to golf during the hot summer months when the temperatures are too hot for them to be on
the greens.
Weaknesses
One weakness of Fallen Timbers is the outdated facilities. According to the website, Fallen Timbers
Fairways was built in 1990 and pictures shown of the interior suggest that the facility has not been
updated since then. The clubhouse may turn away people who are looking for venues to host events.
Golfers at Fallen Timbers must also be mindful of the surrounding houses. Since housing is in close
proximity, golfers must take extra caution during play to limit disturbances.

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South Toledo Golf Club
Description
Located in Maumee, Ohio, the South Toledo Golf Club offers various features to attract golfers of all skill
levels. South Toledo Golf Club is a championship course with a par 71. This course is public and has 18
holes, allowing for any golfer to play on this course. The fees for South Toledo Golf Club are $28 for the
weekend, $26 for a weekday, and $14 for a cart on any day (See Appendix B, Table 2). South Toledo
Golf Club’s website also gives information on membership options. For a first time member the cost is
$2,088 for a full year, with membership prices decreasing with loyalty. This gives members full access to
the facility and the amenities offered.
Strengths
Golfers are able to reserve their tee times online through the South Toledo Golf Club website and view
the daily specials, such as Wednesday Happy Hour/Hump Day. Golfers also have the option to sign up
online for the birthday special. By doing so, golfers will be provided with a special offer discounting a
round of golf during the month of their birthday. Moreover, South Toledo Golf Club hosts various
leagues throughout the season including Tuesday Beginners and a Ladies League, Thursday Men’s Club,
and Friday Couples.
Additionally, the course offers individuals the option to rent clubs if they do not have their own set,
access to a driving range, and a practice putting green. Supplementary features include a teaching pro to
assist golfers in improving their game, along with golf school and clinics for those just starting out.
Weaknesses
The South Toledo Golf Club course does not have a restaurant on site; therefore, does not allow golfers
the option for a sit down dining experience before or after a round of golf. Moreover, the course has
challenges including water hazards and homes close to the course, increasing the level of difficulty for the
course. Although some golfers may prefer a challenge, those at the beginner level may see hazards as too
high of a challenge; therefore, may shy away from the course.

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Riverby Hills Golf Club
Description
Riverby Hills Golf Club features a variety of challenging amenities including an ample amount of sand
traps and some water hazards. The course also features a large amount of trees in between fairways,
offering golfers a pleasant and “secluded” experience. Greens fees for this course are $24 during the week
and $29 on the weekends. The course is a Par 72 and enforces USGA Rules in all play.
Strengths
A strength of this course is Riverby’s clubhouse. The facility features a banquet facility that can be rented
out to host events with a banquet menu that offers a plethora of beverages, both alcoholic and
nonalcoholic. The facility also maintains a fully stocked pro shop. Riverby hosts a weekday special by
discounting a round of golf with a cart to $25, motivating golfers to come out and golf before noon during
the week. These specials give the course an advantage amongst others because discounts create customer
incentive to golf on a weekday and save money during the process. In addition to the midweek incentive,
Riverby also owns three other courses. A Riverby Membership is honored at all three courses; Woodland
Golf Course in Maumee Bay, Eagle’s Landing in Urbana, and Indian Springs in Mechanicsburg, offering
members a variety of golfing options outside of the 30 minute drive time. In addition to having an
aesthetically pleasing course, the website is user-friendly and allows customers to sign up for email
updates or schedule tee times.
Weaknesses
Riverby Hills golf course is expensive in comparison to other courses in the Northwest Ohio region.
Riverby’s course may be too challenging or intimidating to the average golfer due to many hazards,
causing one to shy away from the course. In addition, the facility has strict rules and etiquette, which may
also cause average or casual golfers to feel under dressed or out of place. As enforced by USGA
Governance, no groups of five are permitted, which may impact midsize groups and pace of play.

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Summary
By looking at the competition, there is now a better understanding of how Forrest Creason is compared to
other courses in the area. Whereas Forrest Creason has strength in reasonable pricing, it lacks in the area
of amenities. One major amenity lacking is that of a functioning clubhouse giving members a place to
relax, eat, or hold events. After taking a deeper look at other surrounding courses, it is obvious that these
courses are able to generate revenue during the off-season by offering the public a place to eat or hold
events. Due to the overall industry decline, Forrest Creason needs to gain a competitive edge through the
use of unique amenities such as a custom clubhouse, in order to serve the target market.

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SITUATION ANALYSIS: INTERNAL ENVIRONMENT
Company Resources
Forrest Creason is an 18-hole golf course that sits on the campus of BGSU. The golf course is an
outstanding value for students, faculty, visitors, and residents of the Bowling Green area (Forrest
Creason).
Human Resources
The chain of command currently in place at Forrest Creason is also through the Department of Recreation
and Wellness on the BGSU campus.
• Director of Recreation and Wellness: Steve Kampf; He works to oversee both the golf course and
other departments that are under the Department of Recreation and Wellness.
• Director of Golf: Kurt Thomas; He works with the golf course for day-to-day operations as well
as making some of the larger decisions.
• Forrest Creason Consultant: Mark Tansey; He is not employed by the University or by the golf
course. He works with Steve Kampf and Kurt Thomas to improve the golf course, make
suggestions, and increase the number of players using Forrest Creason.
• Superintendent: Forrest Creason is currently searching to hire a new person for this position as
the previous holder has quit. The superintendent is responsible for keeping the grounds around
the golf course maintained.
• Maintenance Employees: There are also two full time maintenance employees. These
maintenance workers work year round under the Department of Recreation and Wellness. In the
off-season they work at the golf course to maintain equipment and also at other locations.
• Part Time Maintenance Employee: The maintenance employees work under the superintendent to
keep the grounds clean and well maintained.
• Student Employees: In the summer the golf course employs around twenty students. During the
summer the student employees are responsible for working at the front desk inside the clubhouse
or at the driving range. The student employees also go around the course while customers are
playing to serve food and drinks. In addition, student employees help with the mowing of the
fairway and collecting garbage.
• Recreation and Wellness Marketing Department: The marketing materials for Forrest Creason are
put together by the marketing department under the Department of Recreation and Wellness.

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Financial Resources
Forrest Creason does not receive financial support from BGSU. Historically, the golf course has received
a portion of the general fee from the University, but no longer does. Forrest Creason does have some
employee salaries paid for by the University. Forrest Creason also is given a small marketing budget.
Due to a lack of sufficient revenue, Forrest Creason faces the issue of continuing to operate the course as
is. Without outside sponsors, the golf course’s only income is from memberships, greens fees, equipment
rentals, golf lessons, and sales from food, beverages, and merchandise. To make any substantive
improvements to the course and/or clubhouse, Forrest Creason needs financial support from BGSU (See
Appendix C, Table 3 and Table 4).
Informational/Physical Resources
Forrest Creason uses several different sources for marketing the golf course. One tool for marketing is
through social media, including Facebook and Twitter. Forrest Creason advertises on both its own
Facebook page and the Recreation and Wellness Facebook page. Through these mediums, Forrest
Creason is able to advertise promotions using “posts” and “tweets”. There are promotions advertised on
social media such as free golf for freshmen, free cart rental, and package deals. The golf course also posts
pictures and announcements to remind followers about current offerings. Social media has been beneficial
because it allows Forrest Creason to update students and the public on current promotions.
Another tool that is used is Constant Contact. Constant Contact helps Forrest Creason in e-mail marketing
and organizing contacts. This database sends out e-mails to a list that Forrest Creason enters in to the
system, giving the golf course an easy way to reach all of their customers. The Constant Contact tool is
useful as it allows Forrest Creason to contact the customers who have golfed at Forrest Creason before.
Forrest Creason also uses GolfNow, a tee time database that lists golf courses in a geographic region and
allows golfers to choose a low rate for a tee time of their choice, as a resource. GolfNow allows golf
courses to post tee times to potentially gain customers who are looking around for good rates and places
that they may or may not be familiar with.

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Offerings
Forrest Creason currently offers 18 holes of golf and a driving range. The golf course has different greens
fees for students, faculty, general public, and senior citizens (Appendix C, Table 1). For 18 holes
walking, student and senior fees are $14 and general public fees are $20. In addition to the lowered rates
for senior citizens, the golf course also offers a special deal for senior citizens on Thursdays. The golf
course also offers memberships at different rates for students, faculty, general public, and senior citizens
(Appendix C, Table 2). Forrest Creason also offers club, cart, and ball rentals. In the clubhouse there are
also food and beverages for purchase. The clubhouse also offers apparel and golf accessories; however,
these items do not produce significant revenue for the golf course.
According to Steve Kampf, the Director of Recreation and Wellness at BGSU, there are options that have
been considered for the future of Forrest Creason Golf Course.
1. There are currently proposals to build a new clubhouse for the course. The clubhouse would
ideally be able to seat around 200 people to have the ability to host events.
2. Another possibility for the future would be to have a Nike Performance Center at the golf course.
In addition, Forrest Creason hosts golf outings and leagues. Golf outings are held at the golf course and
have been profitable to Forrest Creason in the past, according to Steve Kampf. Golf leagues go to the
golf course and play at the same time every week. Forrest Creason offers free clinics and lessons
throughout the year for students, faculty, and staff of BGSU (Student, Faculty, and Staff Benefits).
The financial results show a decline over the years from 2009 to 2014 for Forrest Creason. The financial
information follows a July to June calendar year because the fiscal year is based on the University. The
income and total revenue has been declining since 2009 (Appendix C, Table 3 and Appendix C, Table 4).
One trend that is consistent is the most and least poplar tee times. The most popular tee time is weekends
from 7:00 a.m. to 1:00 p.m. The evenings on the weekends usually have drastically fewer customers
playing. Similarly, the least popular tee time is during weekdays after 2:00 p.m. An exception to fewer
customers during the week is Thursday because of the offering of a $20 senior citizen special. There are
leagues that golf on one morning during the week, which produce a decent amount of revenue.
The Marketing Department for the Department of Recreation and Wellness is currently trying to increase
interest in Forrest Creason by offering special events catered towards BGSU students and staff which are
advertised in a campus email. In the past, the golf course has offered promotions such as free golf for
freshmen, a free bucket of balls, and packaged deals. In 2014 ads were placed in the Sentinel Tribune, the
Wood County Historical Magazine, and the Perrysburg Messenger Journal.

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Business Relationships
According to Steve Kampf, the relationship between Forrest Creason and the University is transitioning.
Steve’s vision is to prove to the President that the students care about Forest Creason. Once he is able
show a strong interest from the students, he believes the school will then be willing to invest into Forest
Creason.
Forrest Creason’s supplier for the soft drinks offered is Coca-Cola. Additionally, there is a local beer
vendor which Forrest Creason utilizes for alcoholic beverages. The golf course only has a bottle license.
Forrest Creason also offers apparel merchandise through the same retailer that supplies merchandise to
the athletic department.
Mark Tansey is under contract with Forrest Creason as a consultant who advises the golf course on
marketing and any improvements that would better the golf course. Mark Tansey was hired in 2012 and is
paid around $1,000 a month under contract. Through his guidance and suggestions, Forrest Creason has
spent around $350,000 on improvements which included switching from pencil and paper tee times to
electronic tee times.
Financial Success
Forrest Creason also generates revenue via equipment rental. In the fiscal year ending June 30, 2014,
equipment rental was at $76,972 (Appendix C, Table 4). Although, around $4,000 less than the previous
year, Forrest Creason continues to keep the equipment in top shape to be able to continue renting out.
One of the bigger sources of income for Forrest Creason is the alcoholic beverages served during hours of
operation. Through the utilization of a beverage and food cart, Forrest Creason has seen the opportunity to
up charge alcoholic beverages to $4.00 a bottle, which has resulted in high revenue. The income for 2014
in the area of “other sales” including beverages and food was $68,054 (Appendix C, Table 4).
Forrest Creason Golf Course also has revenue from memberships of local Bowling Green community
members and some students. According to the financial information provided by Steve Kampf, the
revenue from memberships in 2014 overall was $52,585 (Appendix C, Table 4). As stated on the Forrest
Creason website, a regular community membership is $685 and a BGSU student membership is $240
(Appendix C, Table 2).

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SWOT Analysis
Strengths
•  Playable Course
• Affordable for customers
•  Uniqueness defined from being a
college campus course location is
near the highway
• Affiliated with the University
•  Quick pace of play
•  High quality driving range
•  “ Hill” signature feature
• Accommodating to walk-on golfers
Weaknesses
•  Lack of University funding
•  Decreased revenue stream
•  Poor communication and
collaboration with University
•  Poor signage /weak current
marketing strategies
• Club House facility is small
•  Fairway and ruff need maintenance
•  Cluttered servicescape
• Location of driving range is across
the street
Opportunities
• Young students are interested in
refining their golf skills
•  Organizations are looking for
locations to host events
•  Create a PEG golf class for students
•  Develop a PEG business golf
etiquette course for all students
Threats
•  Stone Ridge is the biggest
competitor for price, facility and
resources
•  Golf is on the decline nationally
•  Unpredictable weather in northwest
Ohio
•  Students leave in the summer months
•  Geese infestation

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Summary
Overall Forrest Creason has many strengths that make the course very playable however, may weaknesses
are evident and need to be focused upon. The golf course provides a recreational feature available to
students, faculty, and the surrounding community. The features on the golf course such as the greens and
driving range make it an easy yet fun course for students, senior citizens, and the general public. Forrest
Creason has a number of opportunities to take advantage of in order to improve revenue streams and
increase student participation. If the golf course continues to operate as is, it will continue to remain in the
same state of bringing in insufficient revenue and therefore; the course will not sustain an environment to
properly run.

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MARKETING OPPORTUNITY ANALYSIS
Customer Analysis
The customer analysis portion of the marketing plan describes Forrest Creason’s existing and potential
customer segments. Qualitative, in-depth interviews were conducted to better understand the needs and
wants of current customers as well as potential customers. The current customers are made up of avid
golfers as well as occasional golfers. Potential customers are students who are non-golfers. The student
body at BGSU was the focus of the interviews because that is the primary group that the BGSU
Administration would like Forrest Creason to serve (Carr, Personal Communication). The following
discussion describes the interview method and then presents the findings.
Interview Methodology
Qualitative interviews were used to gather insights into the thoughts of the BGSU students, particularly
concerning Forrest Creason Golf Course, and their golfing habits. Qualitative interviews are a primary
research method of asking open-ended interview questions, followed by probing questions, to gather a
thorough understanding of the phenomenon (Wood, 57). The interview process offers an advantage
compared to asking close-ended survey questions by gathering detailed thoughts of the customers.
Interviews were conducted until no new insights were being offered from the interviewee, which resulted
in a total of twenty interviews. The interviewees were divided into three categories: avid student golfers,
occasional student golfers, and students who have never golfed. Within each group, there was an
assortment of males and females. Each student was asked a series of open-ended and probing questions
about his or her general golfing behaviors and then questions about golfing specifically at Forrest Creason
(See Appendix D, Table 1 and 2 for quotes from the students). The analysis of the data collected in these
interviews revealed what students generally think about the course, what they like about the course, and
what would motivate them to increase their golf activity.
Existing Customer Segment
Description
The existing customer base at Forrest Creason is primarily made up of three different customer
categories: senior citizens, the general public, and BGSU students. Customers from all three segments
play the course during the summer months of May through August. However, there are fewer students
during these months due to the majority of them leaving Bowling Green for the summer break (Kampf,
Personal Communication).

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Potential Customer Segment
Description
One of the potential segments focused on at Forrest Creason is the BGSU students. There are a small
percentage of students who golf at this course. As stated earlier, BGSU Administration would like to
increase student participation. The potential student golfers are those who have never golfed as well as
increasing the participation of those who currently do golf at Forrest Creason.
Research Findings
After analyzing the data collected in the interviews, there were four categories of topics discussed by the
participants, including (1) their general knowledge of Forrest Creason, (2) their experiences while golfing
on the course, (3) their experiences on the driving range, and (4) their experiences in the clubhouse. The
avid golfers, the occasional golfers, and the non-golfers all provided great feedback for each of the key
categories (See Appendix B, Tables 3, 4, 5, and 6). Further details about the research findings are
discussed in the Customer Analysis Summary.
Summary
The students are in agreement on many key points.
• The golf course is well known to those students who do like to golf, but there were many non-
golfers that do not know the course exists. Many of the non-golfers that are aware of the course
think that it is only available to the golf team. All of the golfers and non-golfers agree that they
never see advertisements or promotions for the golf course.
• Non-golfers have never tried golfing because they do not know how to play or they have never
been given an incentive to try.
• Avid and occasional golfers typically like to golf with at least one other person because they said
it is more enjoyable to socialize while golfing.
• Forrest Creason is known to be an easier course than other golf courses in the surrounding area.
• Many students mentioned a problem with the amount of geese feces on the course. They talked
about how the quality of their golfing experience is significantly decreased because of this issue.
• The interviewees all indicated they enjoy the driving range and that it is the best service offered at
Forrest Creason. They really value the quality of practice that they get there.
• The only complaint about the driving range was that the ball dispenser runs out of golf balls fairly
often.
• The clubhouse is considered too small to use for socializing with friends and outdated by the
students. They would like a larger and better place to relax and spend time with their friends.
• In general, offering lower prices to students is not much of an incentive to golf because they
already receive student discounts. However, students really like the idea of having the option to
pay for a round of golf with BG1 Bucks because it eliminates the need to carry extra forms of
payment and their parents can easily put money on the card for them.
• One of the biggest incentives for students to want to golf more would be if the food options at the
golf course were increased. The students said that more than just a hotdog and chips would make
them more likely to golf at Forrest Creason.
• A second important incentive for the students to golf more was for the University to offer a class
course so the students can learn how to golf. Both golfers and non-golfers love this idea because
it could be a relaxing PEG course for them to take and help them improve on their golf skills.

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REVISED ORGANIZATIONAL MISSION, OBJECTIVES AND
STRATEGIES
Introduction
The purpose of the mission statement, goals, and objectives is to recognize the values, goals, and future
potential of the organization of Forrest Creason. The overarching goals gathered after analyzing the
SWOT and situation analysis include mainly serving the student target market and increasing revenue.
Goals and suggestions for Forrest Creason depicted throughout this section are based on the current
situation and SWOT analysis previously discussed. With funding and long-term final decisions resting
under the direction of BGSU, the intent of the short-term goals that will be presented is primarily to
generate increased revenues and increase customer participation.1
After accomplishing the short-term
goals upon request of the University, Forrest Creason can further discuss implementing the long-term
goals. The below goals, objectives, and strategies will start to be implemented at the beginning of the golf
course’s fiscal year July 1, 2015.
Current Mission Statement
Below is the current mission of the Department of Recreation and Wellness at BGSU as stated on the
website (Department). Forrest Creason does not currently have a mission statement specific to its
business.
Department Mission-- The Department of Recreation and Wellness is a comprehensive program that:
• Provides unique opportunities for recreation, wellness, and student development;
• Promotes healthy lifestyles to the university and surrounding communities through personal and
team challenges, hands-on educational experiences, and competitive activities; and
• Aids in student recruitment and retention, and supports the university's core values and diversity
initiatives to enhance the quality of life through the balance of work and play
The above mission statement represents the purpose and goals of the Department well. However, with
multiple recreational segments under the department, a specific mission statement for the golf course is
needed to streamline its brand awareness and provide the course with direction for all marketing
initiatives. Additionally, a mission statement unique to Forrest Creason will assist in gaining the attention
and participation of students, as found in the customer analysis. A new, condensed statement is provided
in order to present to the target markets, employees, and company what Forrest Creason is about in terms
of who they are and what they value.
1 Short-term goals imply a one to five year plan necessary to motivate the golf course into gaining new
student customers and generating revenue to create an environment for students. The long-term goals are
defined as five to ten years set in place after the short-term goals have been achieved

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Suggested Mission Statement
Below is a suggested mission statement specific to the customers of Forrest Creason. The below
statement is not intended to separate Forrest Creason from the department but rather, to provide them with
a mission stability on the college campus of BGSU. The mission narrows the above statement to identify
the specific overall goals and current purpose of Forrest Creason.
Forrest Creason Golf Course at Bowling Green State University is a customer friendly course that
strives to provide an excellent golf experience at a reasonable price to students and the community.
The mission statement is intended to be recited by employees of Forrest Creason and depict the values
and purpose of the company. Following is a breakdown of each area of the statement that explains the
meaning behind why it was created and whom it was created for.
• First, the name is stated, “Forrest Creason Golf Course at Bowling Green State University,”
to tell the customer, employees, and company who the golf course is and associate them with the
University.
• Second, the statement explains what the golf course is, “a customer friendly course,” thus,
indicating the present overall level of play on the course. The level of play on the golf course is
intended to be challenging but playable. The experience is not compared to that of a MAC
championship course and this statement verifies what customers can expect.
• Then, the purpose is stated, “to provide an excellent golfer experience,” letting the customer
know what benefits they receive by golfing with Forrest Creason. After understanding what type
of course Forrest Creason is, the goal is to provide customers with the benefit of a good golfing
experience.
• It then states, “at a reasonable price,” letting the customer know that the price, compared to
competitors, is either the same in price or close in comparison.
• Finally, it states “to students and the community,” indicating whom the golf course is targeting,
in order of importance to the organization.
Goals and Objectives
Below are four recommended goals for Forrest Creason along with objectives for each to further explain
how progress toward accomplishing each goal will be measured. The listed goals are laid out in sequential
order of implementation. The overarching areas that can be derived from these goals are first, to be a golf
course for students before any given target market and second, to generate revenue in order to continue as
an operating course for the University.

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Short-term Goals
*For a more condensed outline of short-term goals (See Appendix F, Table 1.)
1. Increase revenue of the Forrest Creason Golf Course at BGSU by 11.06% by 2020.
Explanation: To increase revenue over the next five years student participation, on-campus involvement,
and brand awareness need to increase. The goal will begin with breaking even for the first fiscal year
followed by a steady increase. A requirement relating to this goal is that all revenue will need to be
monitored daily with a new tracking system from either Eventbrite or SplashThat as discussed later in the
plan. A tracking system is intended to increase the number of individual/walk-on golfers from both the
student and regular golfer (non-members) segments.
Objectives:
1. Increase student driven revenue from greens fees by 27% of $43,319 by Fall 2016 to breakeven
by 11.06%.
Strategies:
• Promotion(s) & Price(s):
a. Provide a group rate to golfers as desired: four play for $44.00
b. Use BG1 bucks as a way for students to pay
2. Increase regular golfer driven revenue from green fees by 73% of $43,319 by Fall 2016 to
breakeven by 11.06%
Strategies
• Promotion(s):
a. Provide a “Fast Pass” text message discount during slow business hours
b. Create a loyalty program for top 10 customers based upon the number of rounds
played per week
3. Increase overall revenue by an additional 1% (over the previous year) from Fall 2016 by Spring
2017
Strategies
• Promotion(s): (If successful in the previous year, utilize strategies previously
implemented. If not successful, implement new strategies suggested)
c. Provide a “Fast Pass” text message discount during slow business hours
d. Create a loyalty program for top returning customers
e. Host an annual 4th
of July Cookout during golf hours
f. Host an annual ice cream social every last Saturday of the month
g. Host an annual Chili Cook-off event with the community and students in April
h. Host an annual Summer Golf Cart Parade for the local community.

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4. Increase overall revenue by an additional 1% (over the previous year) from Spring 2017 by
Spring 2018
Strategies
h. Host an annual Summer Golf Cart Parade for the local community.
Spring 2019
Strategies
h. Host an annual Summer Golf Cart Parade for the local community
Spring 2020
Strategies
h. Host an annual Summer Golf Cart Parade for the local community

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2. Increase student participation at Forrest Creason by 2020.
Explanation: The intent is to increase the number of students who golf at Forrest Creason, whether they
are a beginner, occasional, or avid golfer. By creating a way to track customers, Forrest Creason can
correctly measure their student participation. By tracking student participation, over the years Forrest
Creason can forecast accurate percentages of sales to determine financial output.
Objectives:
1. Track all student customers by July 2015
Strategies
• Process(es):
a. Utilize an online tracking system with an option to manually input information if a
student does not bring a BG ID card to sign in
2. Entice students to play golf through incentives twice a semester
Strategies
• Promotion(s) & Price(s):
a. Nine for $9.00 Dollar Day on the first of every month
b. Over The Hill Happy Hour for half off golf rounds every Wednesday
c. Terrific Tuesday every Tuesday of the month with a 20% discount
3. Gain feedback from students on marketing methods by Fall 2016
Strategies
• Promotion(s):
a. Offer a free large bucket of golf balls for participating in an online survey utilizing
the free online system Survey Monkey
• Process(es):
a. Update tee time booking options to ask how students heard about Forrest Creason
4. Increase booked tee times of student customers by Fall 2016
Strategies
• Process(es):
a. Send tee time text message reminders to students with existing tee times
b. Send tee time text messages to students, promoting open tee times
c. Send tee time text messages to regular golfers, promoting open tee times

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3. Increase the involvement of Forrest Creason through student supported organizations and various
community partnerships.
Explanation: Provide information and golf opportunities for students and the community by thriving in
the organizations around campus that support student activities and are able to advertise the course
offerings effectively. The golf course should participate in University events that involve student run
organizations in order to reach out to students.
Objectives:
1. Develop student activities by Fall 2016
Strategies
• People(s):
a. Create one to two beginner Physical Education General Program Class Courses
(PEG) golf class courses for students
2. Participate in two campus events by Spring 2016
Strategies
• Promotion(s):
a. Participate in late night campus events hosted by Recreation and Wellness
3. Track on-campus organizations attendance at promotional events hosted by Forrest Creason by
Spring 2016
Strategies
• Process(es):
a. Utilize Eventbrite or SplashThat to track attendance count at all events hosted by the
golf course

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4. Increase brand awareness of Forrest Creason to all potential target markets.
Explanation: Provide students and the community with a more consistent image of the fun-natured,
friendly aspect of the golf course through name and brand recognition opportunities using creative
marketing tactics.
Objectives:
1. Create an increased social media reach of 10 followers or “likes” per month by Fall 2016
Strategies
• Promotion(s):
a. Create a parody Twitter account for “Forrest Par” the golf ball: “Life of a Golf Ball”
b. Carry over “Life of a Golf Ball” Twitter account to Facebook for students who may
not utilize Twitter
2. Update all marketing promotions by Fall 2016
Strategies
• Promotion(s):
a. Create fliers to hand out to customers after they golf
b. Partner with local established businesses to provide a two-way discount for ice cream
and/or a two-way discount for pizza
• Physical Evidence:
a. Create fliers to hand out to customers after they golf

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Long-term Goals
1. Improve current golf course facilities at Forrest Creason.
Explanation: The current irrigation system is old does not properly function, therefore it does not provide
Forrest Creason with adequate maintenance. Forrest Creason needs to present an investment plan to the
University Board to secure funding to replace the irrigation system. The system will provide future
healthy greens as a fit environment for golfers to enjoy.
Objectives:
1. Present proposed plans on the new irrigation system to the BGSU Board by Fall 2020
Strategies
• Process(s):
a. Achieve short-term goals one through four to gain revenue and student participation
growth per University’s request.
2. Have the new irrigation system running by Fall 2021
Strategies
• Process(s):
• People(s):
a. Partner with Pro Rain Lawn Sprinklers LLC to provide a new irrigation system
3. Develop a tracking system on the amount of water being used by each zone within each month
during the playing season by Fall 2021
Strategies
• Process(s):
• People(s):
a. Partner with Pro Rain Lawn Sprinklers LLC. to provide a new irrigation system

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2. Create a new state of the art facility for Forrest Creason.
Explanation: Forrest Creason needs to build a new clubhouse in order to increase long-term revenue and
student participation growth through events with student and community-centered opportunities. Forrest
Creason will need to gain funds from the University Board to support the building materials and other
resources (See Appendix G, Table 1 and Table 2).
Objectives:
1. Present proposed plans on the club house infrastructure and funds by Fall 2020
Strategies
• Process(s):
2. Build a club house with dining and event capabilities by Fall 2025
Strategies
• Process(s):
b. Create a “Go Fund Me” page to generate donations: buy a brick to help build the new
club house (http://www.gofundme.com/)
4. Renovate the current club house to the driving range check in area by Fall 2025
Strategies
• Process(s):

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Summary
The proposed mission statement, one that is specifically geared towards Forrest Creason, will add a
direction for the overall company while still operating under the Department of Recreation and Wellness.
For the future of the company, this statement will be a guideline and a benchmark towards creating and
accomplishing goals. It provides an overview of what the course strives to offer for each target market.
The proposed goals and objectives are in chronological order of what goals need to be accomplished first.
The first important criterion is being able to provide a course for student involvement .The second
important criterion is to increase revenue overall for the golf course. In order to create an increase in
student participation, revenue must increase to show profit. The plan begins by focusing on the short-term
goal of driving up revenue, overall, for Forrest Creason Golf Course over a five-year span. By having two
supporting short-term goals that focus on the students, half of the marketing plans recommendations and
resources will focus on that target market. Following, a small portion of the plan and resources will focus
on brand awareness for all target markets to prevent any inconsistency in revenue with other markets such
as senior citizens and regular golfers. Although one goal specifically focuses on increasing revenues, the
entire plan is allocating resources that will go into driving up revenue and gaining new student customers
overall.

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RECOMMENDATIONS & TACTICS
Recommendations are in chronological order of when they should be achieved due to some
recommendations leading into another. The chart below outlines the suggested recommendations along
with the corresponding goals.
2
Goal One: Increase revenue of the Forrest Creason at BGSU by 11.06% by 2020.
3
Goal Two: Increase student participation at Forrest Creason by 2020.
4
Goal Three: Increase the involvement of Forrest Creason through student supported organizations and
various community partnerships.
5
Goal Four: Increase brand awareness of Forrest Creason to all potential target markets.
Recommendation Aligning Goals
1. Hire an Intern Goal One2
and Goal Four
2. Implement a Tracking System Goal One and Goal Two3
3. Implement BG 1 Bucks As a Payment Option for
Students
Goal One, Goal Two, and Goal Three4
4. Host annual Events
Goal Two and Goal Four 5
5. Promotions and Specials
Goal Two
6. Golf Class Course for Students Goal Two

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1. Hire an Unpaid Intern
The intern will be responsible for the following duties:
a. Twitter parody
b. Organize campus events
c. Fast pass text messages
Tactics:
To help accomplish the objectives listed under goal three, which includes increasing campus and
community involvement, Forrest Creason, should hire an unpaid marketing intern for the golf year. This
student will have several duties such as setting up and updating the Twitter parody; organizing campus
events, and text messages. Although this is an unpaid internship, the student intern will be given class
credit and will have the ability to delegate certain tasks to the marketing interns in the office. The intern
will also be working closely with the RecWell head of marketing.
With the Twitter parody, the intern would be expected to introduce and maintain the Twitter account
@LifeOfForrestPar. This will be an interactive twitter account of an imaginary golf ball named Forrest
Par. The intern will promote this account and have students take pictures with Forrest around campus.
The intern will also help organize events or Forrest Creason’s participation in campus events to bring
awareness about the course. One big event would be assisting with participation in Campus Fest. With
this event, the intern will help put together a raffle drawing, hole in one putt-putt, games, prizes, etc. The
intern will attend other events to promote Forrest Creason throughout the academic year with the putt-
putt, games, and prizes.
The intern will send out text messages to contacts of the golf course including fast pass, promotions, and
tee-time reminders. The contacts who will be receiving these messages are customers of Forrest Creason
who give their information to be put in the tracking system (which is explained in recommendation two).
A fast pass text will include the intern sending out a text message saying “Get to the Forrest Creason Golf
Course within the next two hours and receive half off!” Also, promotions and reminder text messages will
be more accessible for contacts because it will be a direct message instead of a message easily lost in a
campus email.
Having an intern will be an asset to Forrest Creason because this will have no costs. The golf course will
put an ad on the Worknet site targeting marketing, sports management, event planning and
communication students to apply.

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2. Implement a Tracking System
The tracking system will give Forrest Creason the ability to obtain the following information:
a. Clients
b. Demographics
c. Frequency
d. Promotion foundation
Tactics:
It is vital for a company to keep track of their customers. Analyzing customers’ information allows the
course to better understand how to cater to appropriate audiences. Two options of tracking software that
would seem suitable for the needs of Forrest Creason are Eventbrite and SplashThat.
Eventbrite is tracking software that allows businesses to customize information on their customers. It is
known as the One-Stop-Shop. This app allows for customization of an event page, management of your
guests as well as tracking of real time progress such as, reservations and revenue thus far. This app also
supports the sending of invitations and emails to registered customers and allows customers to share
invitations amongst one another. It is very easy to obtain this software simply visit the website,
www.eventbrite.com which provides detailed instructions to walk users through each stage of the
registration process. Additionally, this software is free to download. The first step is to create an account
with an email and unique password. Upon creating this account, Forrest Creason will have the
opportunity to create an onine event for any outing/activity. There are no monthly charges, enrollment
cost, or set-up fees to use this system. It also includes a 24-hour customer support service if any issues
arise. If the event requires a charge for tickets, Eventbrite will charge two and a half percent of the ticket
price, $0.99 per ticket, and a three percent payment processing fee. The Eventbrite service fee is capped at
$9.95 (Eventbrite).
SplashThat is a comprehensive event management system that maximizes event impact. SplashThat app
works desktops, tablets, iPads, and mobile devices. SplashThat, https://splashthat.com/ will allow Forrest
Creason to develop advertisements and automatically send out marketing emails about upcoming events
to the listed customers. Forrest Creason customers will have the opportunity to make purchases online;
such as carts and clubs. The SplashThat app collects all the information from first time customers and
customers a part of the loyalty program; which will allow Forrest Creason to achieve their goal of
tracking customers. At the end of each day the data collected on customers is analyzed and the amount of
revenue earned for the day is calculated. SplashThat also generates a targeted contact list based on
analyzed data of consistent customers using detailed attendee profiles. However, Forrest Creason would
still have the option to create and use their list of emails. SplashThat allows a business to track and market
to its customers at the same time. This software is free to download but does charge $15 for every 300
emails sent to customers.

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3. Implement BG 1 Bucks As a Payment Option for Students
Implementing BG1 Bucks will achieve:
a. Student involvement
b. Convenience
c. Identifies student need
Tactics:
BG1 Bucks is a system used for students to directly make payments on campus and certain off campus
stores. The BG1 Bucks allows students to access money that has been placed on their BG1 Card and it is
very easy for students to access. BG1 Bucks is a form of currency that is becoming popular at both on-
campus and off-campus merchants. Allowing students to use their BG1 Bucks at Forrest Creason creates
alternative methods of payment for students. It eliminates the need to carry debit cards, credit cards, or
cash. The estimated price for long-term use of a BG1 card reader is a flat fee of $2,500. To implement
BG1 cards simply send an email to bg1card@bgsu.edu, and the office will be able to supply you with a
scanner and instructions on how to utilize it.

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4. Host Annual Events
The following events will be hosted to increase revenue for Forrest Creason:
a. 4th
of July Event
b. Ice Cream Social
c. Chili Cook Off
d. Golf Cart Parade
Tactics:
Forrest Creason will begin hosting annual events to attract student and public golfers. Some of these
annual events include a 4th
of July event, Ice Cream Social, Chili Cook Off, and Golf Cart Parade (See
Appendix H, Table 1). The intern will assist Forrest Creason in carrying out these events as they occur.
4th
of July Event: The 4th
of July Event will include food and a tournament for the golfers and their
families. This event will attract local people looking for a unique way to spend the summer holiday. A
budget of $300 is suggested to cover the cost of food and advertising, and charging $15 for tournament
participants who will also receive a meal card. A meal card should be purchased by those not in the
tournament upon entry to cover the cost of food; $2 for ages 12 and under, $5 for adults and $4 for
students and senior citizens. It will only take twenty golfers to participate in the tournament to cover the
cost of the event, any additional participant or spectator will be added revenue to Forrest Creason. The
tournament will kick off at 11:00 a.m. and last until the final golfers have made it in around 7:30 p.m.
After 7:30 p.m. dinner will be served and guests are invited to find their place on the course to watch the
fireworks. The event can be advertised on Forrest Creason’s social media and BGSU’s. This event can
also be advertised at local businesses around town with a flyer created by the intern. This event will not
only include food and golfing but also a great view of the 4th
of July fireworks. This 4th
of July Event is a
great way to push the family friendly image Forrest Creason is trying to achieve.
Ice Cream Social: The Ice Cream Social will include golfing at regular price and ice cream/toppings for
$3.00 a bowl. The event should be held during the hottest hours of the day; noon to 3:00 p.m. and should
occur during the academic school year to increase student participation. We believe this event will be
most successful if held during the first two weeks of the fall semester when temperatures and weather are
the best. We suggest a budget of $150 to cover the cost of advertising and ice cream/toppings. The event
can be advertised on Forrest Creason’s social media and BGSU’s as well as with flyers around campus in
locations such as the Recreation Center and Bowen Thompson Student Union. The ice cream social
marketing should be directed to both golfers and non-golfers. If eleven students play nine holes and buy a
bowl of ice cream then the cost of the event will be covered, all other bowls of ice cream sold or
additional golfers will be added revenue. Eleven students is an achievable number because most students
will not attend the event alone if advertised as a group event.
Chili Cook Off: The Chili Cook Off will be an annual event that has potential to become a tradition for
many golfers. The event will consist of participants paying an entry fee of $10 to enter a unique chili
recipe into the cook off. Other golfers and chili lovers will be able to taste the chili entries and then
submit their vote. This will be a great opportunity to sell drinks or other snacks as well as get people on
the course. Participants will arrive at Forrest Corrrest at noon and tasting of chili and judging will begin
around 12:30 p.m. Following this, participants are invited to play a round of golf and socialize with other
community members. The actual event will conclude around 3:00 p.m., however tee times will still be
open for those who wish to golf past this time. The winner of the cook off will win promotional specials
Forrest Creason offers at this time. A suggested budget of $100 for disposable bowls, spoons and
advertising is needed. This event will be advertised around Bowling Green at local businesses to make the
local community aware of the event. This event is intended to be a fun, family outing that will increase

PAGE|42
community and student involvement. It will only take ten chili entries to cover the cost of this event; all
other entries and additional golfers will be added revenue for this day.
Golf Cart Parade: The Golf Cart Parade will become an annual. Participants will pay $20 to rent a golf
cart and then decorate it for the parade and contest. Decorations will be the responsibility of the
participants. Parade participants will arrive at Forrest Creason at 1:00 p.m. for carts to be purchased and
decorated. Following this 45-minute time frame, golf carts will be judged by Forrest Creason employees
and then the parade will begin at 2:15 p.m. The time frame allotted for the parade will be approximately
45 minutes. The parade will take place around the golf cart path at Forrest Creason. The winner will
receive a prize from Forrest Creason. The intern who will be assisting in organizing details of the event
can determine appropriate prizes at this time. This event will be intended for golfers of all ages including
families and students, and can increase interest in Forrest Creason. A suggested price for the prize(s) is
$100 leading to a budget of $150 for advertising and prize(s). It will only take eight participants to cover
the cost of this event. This event will be a kick off to the summer and a way to boost revenue during
months when students are not primarily on campus.

PAGE|43
5. Promotions and Specials
The following promotions will be implemented to increase student participation: (See Appendix H, Table
1)
a. Over the Hill Happy Hour
b. Loyalty Program
c. Group Rate
d. Dollar Day
Tactics:
“Over the Hill Happy Hour”: Over the Hill Happy Hour is a promotion offered every Wednesday for
BGSU students. The students will receive half off rounds starting at 3:00 p.m. Whether they choose to
play 9 holes or 18 holes walking they would receive a 50 percent discount for Happy Hour. Over the Hill
Happy Hour should be advertised on social media sites and through flyers distributed throughout campus.
Due to the low attendance on weekdays, this promotion would be a great pull to gain student
participation. This discount would only apply to BGSU students and not carry over to other target
markets. This promotion will not have any out of pocket cost. However, for every student who takes
advantage of this discount will cost Forrest Creason to lose $5.50 for 9 holes and $7 for 18 holes. The
number of student golfers gained will bring in more money to Forrest Creason than what would have been
made without the discount. Forrest Creason averages about four students on Wednesdays bringing in $44-
$56. If seven additional students play a round at Forrest Creason with the 50 percent discount, they would
bring in $61 -$77 and in addition would raise student participation.
Loyalty Program: Forrest Creason should create a loyalty program for VIGs’ (Very Important Golfers).
This exclusive name will draw in customers and will be the name of the loyalty program. Golfers will be
given a punch card with 10 numbered areas. When a golfer reaches the halfway point at five punches,
he/she will receive a free golf cart. Once a golfer reaches ten punches he/she will receive a free round of
golf. The purpose of the loyalty program is to encourage golfers to keep coming back to Forrest Creason
and for the course to develop customer relationships. 10 punches are suggested because in order for a
golfer to be considered an avid player they must golf at least nine times a year. When a golfer is thinking
about playing golf he/she is more likely to choose Forrest Creason if doing so gets him/her one step closer
to receiving a prize. The anticipation of getting a new punch will help drive loyal customers. The loyalty
program will not have any out of pocket expenses. Instead, it will cost the course the price of a cart rental
for every fifth time a loyal golfer plays and the loss of greens fees for every tenth time that golfer comes
to Forrest Creason. For every free cart rental and every free round of golf given, Forrest Creason will gain
at least one additional player.
Group Rate: Offering a group rate will increase revenue as golfers who have not golfed at Forrest
Creason or those who may have opted out of golfing on a certain day may be enticed to play. A group rate
for four individuals to play for $44 is suggested. The four for $44 promotion will be offered to students
on weekdays other than the Dollar Day or could be a one-time offer promotion depending on the month.
This promotion will help to gain new golfers and will be used during slow weekdays to prompt
attendance and boost revenue. This promotion will be equal to a $2 discount for each person in the group.
For every group of four that utilizes this promotion, Forest Creason is gaining at least one more golfer,
which covers the cost of the discounts.

PAGE|44
Dollar Day: The nine for $9 promotion is 9 holes for $9 and will be offered consistently once a month.
The purpose of this promotion is to encourage students to golf at Forrest Creason at least once a month.
The nine for $9 promotion will be offered on the first of every month to individual students playing nine
holes walking. Hot dogs and chips will also be a dollar to help boost sales from other areas producing
revenue and entice customers to buy drinks, which will not be discounted. It will attract students due to
the lower prices. Doubling student participation on Dollar Days is anticipated.

PAGE|45
6. Golf Class Course for Students
The following information will be taught in the PEG golf class course:
a. General Golf Knowledge
b. Golf Etiquette
c. Golf Techniques
Tactics:
Golf Class Course: Offering a golf class on campus is a great way to get non-golfers to Forrest Creason.
The course should be divided into two sections. Section one will be lectures held in the Business
Administration Building which will focus on the teaching of general golf knowledge and business
etiquette on the course. Discussions in the lectures will include topics such as the difference between the
types of golf clubs, how to properly hold golf clubs, how to properly swing the clubs, and how to network
while playing golf. Section two will involve getting the students out on the course to take golf lessons
targeted for beginners. In this section of the class course, the students will get the chance to practice what
they have learned in the lectures. This course will be offered as a PEG course with greens fees added to
the enrolled students’ tuition. Upon contacting the PEG Coordinator, Dr. Geoffrey A. Meek, there is
already a PEG golf class with the assignment of PEG 2460. However, this course is most commonly
offered in the summer by faculty member D. Darby, a former Ohio State Golfer, and has not been
conducted since 2011 due to low enrollment. By dividing the course into two sections and offering the
course in the fall, students will be more inclined to join as they are able learn about the sport during
lecture and put what they have learned to the test out on the actual course. From inquiry, Dr. Geoffrey A.
Meek believes this to be a feasible option if adopted by Forrest Creason. To add this course to the BGSU
class catalog, further contact with Dr. Geoffrey A. Meek will be made. His contact information is as
follows: Phone 419-372-0501 or email: gmeek@bgsu.edu.

PAGE|46
BUDGET
The budget below reflects the recommendations made in order to achieve all short term goals.

PAGE|47
CONCLUSION
In conclusion, Forrest Creason has potential to become a golf course that will attract a large student
cliental in the future. By carefully considering and implementing the suggested goals, objectives,
strategies, and tactics included in this marketing plan, Forrest Creason should be able to become
financially stable and begin to develop revenue in the future. If the short-term goals are achieved, Forrest
Creason-with the assistance of the University- should be able to implement future plans for the facility
including an irrigation system and customized clubhouse. Upon achieving the long-term goals, they will
act as a strong revenue builder for both the golf course and the University.

PAGE|48
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2015 Marketing Plan Forrest Creason Golf Course

2015 Marketing Plan Forrest Creason Golf Course

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