This topic has been a source of controversy among many sales professionals. Especially when the marketing actions for golf courses have been carried out hand in hand with professionals with experience in the commercial development of hotel complexes.

And the controversy begins when we find commercial professionals from the world of hospitality trying to channel action plans for hotels on golf courses. Many of you may be wondering how I can write about these differences when, in previous posts, I have opted for the synergies that exist between both businesses (Hotels and Golf Courses, a symbiotic relationship). One thing is the synergies that exist between both industries, and another is the “know-how” necessary to develop the commercial and marketing plans for each of these disciplines.

For a few months now I wanted to clarify disparities that exist between the marketing of the hotel industry and that of the golf industry. To do this, and not to delve into more details about this controversy, we are going to list the differences between these sectors:

Golf courses:
They need local, close and close marketing, in addition to international marketing.
Loyalty of your clientele as a determining factor.
Commercial professionals and managers trained and experienced in the golf industry.
Specific national and international fairs.
They need constant events and activities that reinforce the engagement of their clientele.
Unique, dynamic and segmented market niches.
Specialized intermediation through agencies and Tour Operators focused on clients who demand the golf product.
Its attractions are the programs and accommodation packages attached to the sport.
Socio-economic client profile: Medium-high.
A very exquisite customer target, with specific preferences for their destinations and vacations.
Hotels:
Marketing is national and international.
Although they need loyalty, they do not depend on the local market.
Marketing is open to all professionals in the tourism industry.
There are multiple national and international fairs on the different segments they promote.
They do not need constant events, the client’s basic need is to spend the night in their facilities.
They find different market niches: Business, leisure, incentives, meetings…
They do not need specialized Tour Operators, the offer of rooms is open to all types of audiences. Lodging is an essential service.
Its attractions are in general location, quality and service.
The socio-economic profile of the client is diverse. Its target moves from the high to the low economic profile.
The target of its clientele is much broader and with greater sales possibilities.

Although these 10 reasons for each segment are not enough to explain in greater detail the specialization required by both professional disciplines, I hope that they will at least help you to assess the experience, training and professionalism necessary to practice in each of these industries.