Could golf be the engine and the reason why accommodation nights are generated?
For some it may generate controversy, but the most sensible thing would be to analyze the reasons why complexes are built to accommodate clients. Let’s get straight to the point and define it simply: looking for the needs of our consumers.
Why is accommodation created?
It all depends, since needs are generated for different reasons:
- Need demanded by users: When the clientele requires services that do not yet exist, properties are forced to create them for the common benefit.
- Need created by markets: In places without customer traffic, properties generate experiences that create a new demand.
The progression of accommodation in golf courses
The growth of golf resorts and recognized brands has boosted the popularity of this type of tourism. Once renowned golf courses are consolidated, the demand has generated a growing interest in properties and new hotel investments.
If we extrapolate the issue to sun and beach tourism, we can ask ourselves: what are tourists looking for in Spain or on the Costa del Sol?
What motivates golf tourists to travel?
- Quality of the golf course
- Climate
- Price of the tourist package
- Accessibility
- Hotel quality
- Number of golf courses in the area
- Gastronomy
- Security
- Entertainment and leisure
- Golf tradition
Golf tourist spending
Golf tourists spend between 150 and 180€ per day and stay between 5 and 9 days, distributing their expenses as follows:
- 21% Travel
- 20% Hotels
- 18% Gastronomy
- 26% Golf
- 15% Other sectors
Benefits of the golf segment for hotel resorts
- Seasonality reduction: Attracts visitors even in low seasons.
- Complementary offer for the hospitality industry.
- Attracts a market of clients with high spending capacity.
Why golf as an engine for generating accommodation?
The golfer looks for destinations with prestigious courses, where they can enjoy the sports experience and hotel services.
If a 100-150 room golf resort sells 32,000 nights annually, and its course registers 38,000 rounds of golf, we could say that 46% of the rooms sold are due to the golfing segment.
What strategies to adopt?
This article proposes strategic alliances between hotels and tourist complexes looking to reduce the impact of seasonality.
- How do you market your hotel establishment?
- What external offer drives visitor traffic in your area?
- Do you only depend on tour operators and online agencies?
- If there are golf courses less than 20 km away, why not create joint actions?
