Proceedings of Eurasia Business Research Conference
4 - 6 June 2015, Nippon Hotel, Istanbul, Turkey, ISBN: 978-1-922069-77-1
Marketing Strategies of Golf Courses in the United
States and Canada: A Comparative Exploratory Study
Lise Heroux
The golf industry in the United States generated $69 billion in goods and
services, with a total economic impact of $177 billion. In Canada, the golf
industry generated an estimated $14.3 billion. The successful marketing
strategy of golf courses requires the identification of a target market and
development of a marketing mix (product/service, place, price and
promotion) that will best satisfy the needs of this target market. This
research investigates whether there were differences in the marketing
strategies implemented by golf courses in northern climates to meet the
needs of visitors. Systematic observations of the 18 golf courses in the
contiguous regions of southern Quebec and northeastern New
York/northwestern Vermont using a detailed grid of variables were
compiled for each establishment. More similarities than differences were
found in these regions, although Quebec golf courses tended to have
slightly better marketing strategies than New York/Vermont.
JEL Codes: M3, O1, F00
1. Introduction
Globally, golf is a $300 billion dollar industry, with the increasingly passionate
markets of the Middle East and East Asia joining the traditional power centers
of the US and Europe (Wilson, 2011). According to this author, the sport is
played at 32,000 golf courses worldwide, by 55 million people, in more than
100 countries, and supports employment of 3.5 million people. The potential
economic impact of golf courses on a region can be significant. This research
focuses on the marketing strategies implemented by seasonal golf courses in
the United States and Canada.
2. Literature Review
In the United States, 26 million golfers helped the industry generate $69 billion
in revenue in 2011 (Huteesing, 2013a). When the spillover effect on industries
such as tourism is included, the golf economy expands to $177 billion dollars.
According to Huteesing (2013b), this includes $2.1 billion spending on golf
supplies, $1.6 billion of which went to golf apparel; $3.5 billion on golf
equipment such as golf clubs, balls and bags; $30 billion on green fees to the
countries‟ 15,751 golf courses, 1,000 stand-alone ranges, 1,366 miniature golf
facilities, and 415 golf schools; tournament costs of $1.2 billion; endorsements
of $320 million; $20.6 billion spending on golf tourism, and golf-related wage
income of $55.6 billion.
In Canada, the National Allied Golf Association (2014) reports that there are
5.7 million Canadian golfers, and that the golf industry accounts for about
$19.7 billion in direct spending on: membership and green fees at 2,308 golf

Dr. Lise Heroux, Department of Marketing and Entrepreneurship, State University of New
York (SUNY) Plattsburgh, United States. Email: lise.heroux@plattsburgh.edu
Proceedings of Eurasia Business Research Conference
4 - 6 June 2015, Nippon Hotel, Istanbul, Turkey, ISBN: 978-1-922069-77-1
courses ($5.0 billion); golf equipment ($3.2 billion); golf apparel ($0.86 billion);
golf-related travel within Canada ($1.5 billion); Golf-related travel outside of
Canada by Canadians ($4.6 billion); golf-related travel in Canada by foreign
golfers ($1.2 billion); and spending on other golf-related goods and services
such as instruction, publications, transportation to golf courses, etc. ($2.5
billion).
In many tournaments, golfers pay fees to play in fund-raising tournaments,
and the net proceeds are passed on to the charity. According to the National
Golf Foundation, 143,000 events were attended by 12 million people and
generated $3.9 billion for charity in 2011 in the United States (Huteesing,
2013b). There were 37,000 charitable events raising more than $533 million
for charitable causes across Canada (National Allied Golf Association, 2014).
An extensive study of Canadian golf consumer behavior by the National Allied
Golf Association (2012) categorizes players as Avid Golfers (25+ rounds/year;
12% of golfers), Frequent Golfers (9-24 round/year; 14% of golfers),
Occasional Golfers (3-8 rounds/year; 36% of golfers), and Infrequent Golfers
(a couple of rounds/year; 38% of golfers.) The majority of rounds are played
by less than 26% of golfers, and only 25% of golfers are engaged in the
game, where engagement is defined by playing, following, supporting and
endorsing the game. The majority (75%) are of the mind that they can “take or
leave the game”. There is also limited interest in the game by the 73% of
Canadians who are non-players, unless their spouse or child is involved in the
game. Today, there are fewer golfers with a child/junior playing the game than
in the past, which may impact golf engagement in the future. The number of
people entering the game is equal to the number of people leaving the game
annually. This is also the case in the United States (golfprofitbuilders.com,
2015). The largest influx into the game is 18-25 year olds: the largest
outpouring of the game are 46-59 year olds; and the 26-35 year olds‟
enthusiasm for the game flattens.
This study also indicates that golf has a focused appeal with well-educated,
higher income males and attracts executives, professionals, sales/service,
trades and retired people. This is also the case in the United States (National
Golf Foundation, 2014). There is little ethnic diversity, although this is
changing with Canadian demographics, and less engagement of women in
the sport. Women do not perceive the same value in playing the game as men
(Petrick and Backman, 2002). Those who play a lot of golf, compared to those
who play less, tend to agree with the following motivations: having fun, being
social, enjoying themselves, meeting/besting challenges, they are proud, they
are inspired, they see leadership that is moving the game forward. Therefore,
engagement in the game is emotional and self-expressive and not functional.
It is about how the game makes you feel. This golfer consumer behavior
profile also applies to golfers from other nationalities (Laird, 2011).
The National Allied Golf Association (2012) finds that time and money
constrain the playing of the game. In addition, the lack of engagement of the
majority of the golf-playing population makes the golf industry vulnerable. As a
result golf courses have been innovative in developing marketing strategies to
respond to these market forces.
Proceedings of Eurasia Business Research Conference
4 - 6 June 2015, Nippon Hotel, Istanbul, Turkey, ISBN: 978-1-922069-77-1
Implementing marketing strategies that move a portion of the unengaged golf
players into the engaged status could make a significant impact in the golf
industry since engaged golfers spend more money on golf-related products
and activities. The National Allied Golf Association is implementing an
integrated cooperative approach across the Canadian golf industry with
message and actions focused on the “It‟s a game for life” theme (2012). They
encourage innovative ways to show golfers that the game and everything
related to the game is: fun, enjoyable, social, challenging but winnable,
inspiring, prideful and lead edge. Some of the innovations are designed to
overcome the time and money constraints. Since 18-hole golf courses take a
half day to play, more golf courses are offering shorter courses that take less
time to play, more 9-hole options (Newport, 2007; Gregory, 2013), simplified
golf courses for beginners, or graded courses for different levels of play. The
cost of golf can be lowered with more access to public golf courses that
charge low membership fees, family membership fees to encourage more
family members to join, and lower tee fees. Some private golf courses offer
entry level membership fees that are more affordable, and family membership
discounts. Nine-hole games cost less than 18-hole games. Golf lessons can
be made simpler, easier and cost effective by offering group lessons, internet
lessons, virtual coaching, etc.
Targeting a more diverse population to grow the golfer base is another
strategy. To increase the number of women and children, more golf courses
are offering family membership discounts, as previously mentioned, but also
children‟s golf lessons, affordable beginner equipment, and day care for
children too young to play. The First Tee is an example of a national program
to facilitate accessibility for young people to start playing golf in the US
(Wilson, 2011). Minority participation in golf has surged due to an increase in
accessibility with the growth in the number of public and municipal courses
available (Shepherd, 1999; Mitchelson, 2004).
Promotion through the internet is helping golf courses stay connected with its
customers. More golf courses are collecting golfer email addresses to be in
direct contact with potential customers in a cost effective way. Many are using
technology for online tee times, and social media for more guerilla style
marketing techniques (Laird, 2011). Others are hosting a local tournament or
sponsoring a challenging hole (Vaughn, 2012).
3. Purpose of the Study
The successful marketing strategy of golf courses requires the identification of
a target market and development of a marketing mix (product/service, place,
price and promotion) that will best satisfy the needs of this target market. Golf
courses generally offer a similar set of products/services. In addition to the
golf links (9 and/or 18 holes), most establishments offer food and beverage
services, equipment rental services, pro-shop and golf instruction/lessons.
This research was conducted to investigate marketing strategies implemented
by seasonal (open May-October) golf courses and whether there were
differences in Canada and the United States.
Proceedings of Eurasia Business Research Conference
4 - 6 June 2015, Nippon Hotel, Istanbul, Turkey, ISBN: 978-1-922069-77-1
4. Methodology
Following a methodology established in recent studies (Heroux, 2002; Heroux
and Csipak, 2001, 2005; Heroux and Burns, 2000), this exploratory study,
using 18 case studies, was undertaken in the contiguous regions of
southwestern Quebec and northern New York/Vermont. There is substantial
economic integration and cross-border traffic between the two countries in this
region, and the hospitality industry targets business and leisure travelers of
both nationalities (Church and Heroux, 1999). For this reason, many
similarities have been observed in these studies of the hospitality industry in
these two countries.
A census of the golf courses in two communities in this cross-border region
was included in this research. The online Yellow Pages directory for the
United States and Canada was used to identify the sampling frame of golf
courses in the contiguous geographic regions along the border. The region
under study was expanded until 18 establishments were identified,
representing the regions as follows: 9 from Quebec and 9 from New
York/Vermont. The typical golf course in this study was an independently
owned and operated family business that thus controlled its marketing
strategy. Only golf courses with seasonal operations in a similar northern
climate were included in the study. Golf courses in the southern region of the
United States were not included because their year-round marketing
strategies would not have comparable establishments in Canada.
A detailed marketing strategy evaluation grid (Heroux, 2002; Heroux and
Csipak, 2001, 2005; Heroux and Burns, 2000) was used to collect detailed
qualitative observational descriptions and quantitative data of the golf course
marketing strategy variables. Marketing strategy refers to the target market of
the establishment and the marketing mix variables designed to attract these
customers. The marketing mix variables are categorized according to the
popular 4P framework (McCarthy and Perreault, 2000): Product; Place; Price;
and Promotion. Three of these categories of variables are subdivided in this
study to capture the breadth of the categories: Product consists of product
variety variables and service-related variables; Place refers to the location of
the establishment as well as store atmospherics; and Promotion includes
advertising variables and personal selling variables. The comparison
framework therefore consists of two cultural/geographic regions by 7
marketing variable ratings. (See table 1).
The observational research was conducted by international marketing
students who were familiar with the marketing concepts. Observers received
training on a variety of dimensions of the research process. They received a
detailed explanation of each of the variables in the Marketing Strategy.
\
Proceedings of Eurasia Business Research Conference
4 - 6 June 2015, Nippon Hotel, Istanbul, Turkey, ISBN: 978-1-922069-77-1
Table 1: Summary of the Marketing Strategy Variables Evaluation Grid
______________________________________________________________
Marketing Mix (4Ps)
Product:
Product variety variables: Breadth of product line, assortment of
accompanying products, size variations, quality, private labels/brands, special
features, overall evaluation. (6 variables, maximum score of 30)
Service variables: customer services, customized/standardized, credit cards,
empathy, reservations (computerization), hours of operation, guarantees,
customer satisfaction (complaint handling), overall evaluation. (8 variables,
maximum score of 40)
Place:
Location variables: Primary/secondary road (visibility), site evaluation
(nearness to target market), outside appearance, private/public parking
availability, detached building versus strip, general ease of access, overall
evaluation. (6 variables, maximum score of 30)
Establishment atmospherics: Interior layout (free form, grid, racetrack);
atmospherics—scent, lighting, color, mirrors, music, noise, signage; fixtures;
cleanliness; size of crowds; type of clientele; access to disabled; overall
evaluation. (12 variables, maximum score of 60)
Price:
Pricing variables: Relative high/low prices, competitive in region, group
reductions, coupons/rebates, bundle or value pricing (packages offered),
variety of payment options, overall evaluation. (5 variables, maximum score of
25)
Promotion:
Advertising variables: Newspapers, magazines, trade publications,
television, radio, telemarketing, direct mail, internet, special promotions
(sales, coupons, contests), outdoor ad and/or signage, advertising theme—
testimonial, comparison, informative, humorous, etc., overall evaluation. (6
variables, maximum score of 30)
Personal selling variables: Approaching the customers, helpfulness,
presenting product/service, making the sale, knowledgeable, art of listening,
verbal/non-verbal cues, general appearance of staff, overall evaluation. (8
variables, maximum score of 40)
Summary rating:
Overall marketing strategy evaluation: addition of the overall rating in the
categories.
evaluation grid and how each variable is operationalized. They were shown
how to find and approach their assigned golf course, how to record their
qualitative observations, and how to determine a quantitative score (on a
scale of 1 to 5, 5 being superior implementation) for each variable. For
Proceedings of Eurasia Business Research Conference
4 - 6 June 2015, Nippon Hotel, Istanbul, Turkey, ISBN: 978-1-922069-77-1
example, for breadth of product line, students would look at the assortment of
products on the premises and make a judgment on the rating scale as to its
appeal to consumers (5 would represent an outstanding assortment, beyond
expectations; 3 would represent an average assortment usually found in pro
shops; and 1 would be the minimum one would expect.
The trainer and trainees performed a “walk-through” of the research process
prior to visiting the golf courses to ensure their understanding and consistent
implementation of the data collection. Observation and listening were usually
sufficient to gather information about each variable. For example, for the
target market, they could look at license plates in the parking lot and see how
many cars came from what state or province. They could tell what language,
French or English, was spoken by the customers. They could ascertain if they
were repeat customers if they appeared familiar with the establishment when
they arrived, when they referred to past purchases, or when they were on first
name basis with the staff. However, if some variables were difficult to
observe, students were given guidelines for asking questions of the staff.
Three trained observers visited each establishment together in both regions,
spending 4-5 hours in each location to record detailed notes of how each
marketing strategy variable was implemented. Then, the three observers had
to discuss and come to an agreement on a score (on a scale of 1 to 5, 5
representing superior implementation of the strategy) for each variable in an
attempt to quantify the observational data. Since this process resulted in one
rating for each variable, inter-judge reliability measures were not relevant.
Each item within a variable category was weighted equally in this research.
The data collection thus consisted of qualitative data, the recorded
observations, and quantitative data, the assigned scores for each variable.
5. Findings
The findings are discussed below in terms of quantitative results and
qualitative results. Tables 2 and 3 present the quantitative results of the
scale ratings for each of the seven variable categories. Although tests of
significance cannot be performed because of the small number of cases,
inspection of the table reveals that there are more similarities than differences
in marketing strategy variables in the two regions, although Quebec golf
courses tended to have slightly better ratings on all variables except media
promotion.
Product. Quebec golf courses provide a better product strategy on all
variables observed than New York/Vermont. They offer wider set of product
lines, a better assortment of higher quality products, better brand name
golfing products, more golf course options (9 holes, 18 holes), better layout
and more special features. In both regions, special features include banquet
halls for weddings, restaurants, snack bars, bars, golf lessons, and
breathtaking views. Quebec golf courses offer more of these features, as well
as unique features such as driving ranges, outdoor patio seating, interactive
weather radar, night golfing under flood lights, and wedding planning.
Proceedings of Eurasia Business Research Conference
4 - 6 June 2015, Nippon Hotel, Istanbul, Turkey, ISBN: 978-1-922069-77-1
Table 2: Summary of Marketing Strategy Ratings
Marketing Strategy
Variable Ratings
Product Variety
Services
Location
Establishment Design
Pricing
Promotion
Personal Selling
Marketing Strategy
New York/
Vermont N=9
Mean*
%**
18.44 61.5%
28.78 71.9%
20.56 68.5%
37.67 62.8%
16.78 67.1%
15.67 52.2%
25.22 63.1%
163.11 64.0%
Quebec
N=9
Mean*
%**
22.22
74.1%
30.89
77.2%
21.56
71.9%
39.78
66.3%
18.11
72.4%
15.11
50.4%
26.78
67.0%
174.44 68.4%
Overall Sample
N=18
Mean*
%**
20.33
67.8%
29.83
74.6%
21.06
70.2%
38.72
64.5%
17.44
69.8%
15.39
51.3%
26.00
65.0%
168.78 66.2%
*Mean: Average of the sum of ratings for all variables in the category.
**%: The mean results are represented as a percentage of the maximum
score that could be achieved for the variable category.
Table 3: Comparison of Quebec and New York/Vermont Golf Courses on
Marketing Strategy Variables Ratings
Variable
Product:
Product line
Assortment
Sizes
Quality
Brands
Special features
Service:
Guest Services
Customization
Credit
Empathy
Reservations
Hours
Guarantees
Satisfaction
Place-Location
Visibility
Site evaluation
Appearance
Parking
Building type
Accessibility
Place-Atmosphere:
Layout
Scent
Lighting
Color
New York/VT
Stan.
Mean Dev.
Quebec
Stan.
Mean Dev.
Overall Sample
Stan.
Mean
Dev.
2.78
3.11
2.89
3.44
3.00
3.22
1.39
1.54
1.62
1.62
1.32
1.20
3.67
3.67
3.67
4.11
3.22
3.78
1.41
1.12
0.71
0.93
1.39
1.30
3.22
3.39
3.28
3.78
3.11
3.50
1.44
1.33
1.27
1.26
1.32
1.25
3.56
3.11
4.11
3.89
3.56
4.00
2.89
3.56
1.33
1.17
1.17
1.36
1.56
0.87
1.69
1.67
3.56
3.33
4.11
4.00
4.22
4.33
3.22
4.11
1.13
1.00
0.93
1.00
0.83
0.87
1.86
0.60
3.56
3.22
4.11
3.94
3.89
4.17
3.06
3.83
1.20
1.06
1.02
1.16
1.08
0.86
1.73
1.25
3.89
3.44
3.44
2.89
3.33
3.56
0.93
1.24
1.42
1.27
1.32
1.51
3.33
3.89
3.89
3.89
3.33
3.22
1.00
1.27
1.05
1.27
1.50
1.09
3.61
3.67
3.67
3.39
3.33
3.39
0.98
1.24
1.24
1.33
1.37
1.29
3.11
3.67
3.44
3.11
1.05
1.73
1.42
1.36
3.56
3.44
3.33
3.22
1.24
1.51
1.32
0.83
3.33
3.56
3.39
3.17
1.14
1.58
1.33
1.10
Proceedings of Eurasia Business Research Conference
4 - 6 June 2015, Nippon Hotel, Istanbul, Turkey, ISBN: 978-1-922069-77-1
Music
Noise
Signage
Fixtures
Cleanliness
Crowdedness
Clientele type
Disable access
Price:
Price level
Competitive
Group discount
Coupons
Value bundling
Promotion-Ad:
Print ads
Broadcast ads
Other ads
Special promos
Outdoor sign
Ad theme
Promotion-Selling:
Approach
Helpfulness
Presentation
Making a sale
Knowledge
Listening
Nonverbal cues
Appearance
2.22
3.00
3.11
3.11
3.56
2.67
2.67
3.78
1.39
1.66
1.69
1.45
1.33
1.22
1.32
1.48
3.00
3.44
3.11
3.22
4.22
3.11
2.78
3.56
1.32
1.01
1.45
1.09
0.83
1.27
1.39
1.74
2.61
3.22
3.11
3.17
3.89
2.89
2.72
3.67
1.38
1.35
1.53
1.25
1.13
1.23
1.32
1.57
4.0
3.0
3.3
2.2
2.8
1.3
1.7
1.1
1.3
1.1
4.0
3.8
3.4
2.1
3.4
0.7
0.7
1.5
1.2
0.5
4.0
3.4
3.4
2.2
3.1
1.0
1.3
1.3
1.2
0.9
3.2
2.0
3.1
3.3
2.1
2.2
1.1
1.4
1.2
1.4
1.5
1.5
2.2
2.1
2.8
3.0
2.3
2.7
0.8
1.5
1.2
1.7
1.3
1.3
2.7
2.1
2.9
3.2
2.2
2.4
1.1
1.4
1.2
1.5
1.4
1.4
3.0
3.6
3.2
2.6
3.9
3.2
3.0
2.8
1.6
1.5
1.3
1.7
1.4
1.5
1.6
1.4
3.0
4.0
2.8
2.6
4.2
3.4
3.0
3.4
1.7
1.1
1.4
1.3
1.1
1.7
1.5
0.9
3.0
3.8
3.0
2.6
4.1
3.3
3.0
3.1
1.6
1.3
1.3
1.5
1.2
1.5
1.5
1.2
Service. Guest services are similar in both regions, as is the assortment of
credit cards accepted. However, Quebec golf courses tend to have more
customized services, better reservation systems, longer hours of operation,
guarantees and customer satisfaction policies.
Place--Location. New York/Vermont golf courses tend to be more visible
from the road and have better access, as well as access to the disabled.
However, the external appearance of Quebec golf clubs is more attractive,
with better curb appeal, and they offer better parking facilities.
Place—Atmospherics. Many golf club atmospheric variables are similar in
both regions. Both have similar signage, fixtures, lighting, color schemes, and
scent. However, the American golf courses have better access for the
disabled, while the Quebec golf courses have better layouts, music selection,
and cleaner establishments. Cleanliness is very important in the rural tourism
industry, and it is something that can be easily remedied at little or no
additional cost.
Price. Both regions have similar price strategies, but Quebec is more
competitive and offers better value bundling to increase sales. This may take
the form of various seasonal packages (e.g., individual, family, group
packages), value bundling with other golf courses in the region, or value
Proceedings of Eurasia Business Research Conference
4 - 6 June 2015, Nippon Hotel, Istanbul, Turkey, ISBN: 978-1-922069-77-1
packages with other tourism/hospitality operators in the region (e.g., weekend
Bed-and-Breakfast with golf passes, restaurant with golf passes, or
B&B/golf/dining.)
Promotion--Advertising. Promotion received the lowest ratings in both
regions. Golf courses appear to do very little advertising to promote their
establishment and attract their target market. They often rely on repeat golfers
from previous seasons, and do limited advertising in the media to attract new
golfers. The New York/Vermont golf courses do more promotions using print
media and special promotions. Special promotions in both regions include
tournaments in-store sales, and senior discounts. Some Quebec golf courses
also have children and student discounts, while the New York/Vermont do
more contests/championships and benefits/fundraisers for charity, which
supports Huteesing (2013) in the United States, but not the National Allied
Golf Association report (2014) in Canada.
Promotion—Selling. In both regions, the golf club staff appears to be welltrained and knowledgeable about their products/services. The major
difference is that the staff is dressed in more professional-looking golf attire in
Quebec.
6. Summary and Conclusion
More similarities than differences were found in these regions, although
Quebec golf courses tended to have slightly better marketing strategies than
New York/Vermont.
Quebec golf courses provide a better assortment of higher quality products,
better brand name golfing products, more golf course options (9 holes, 18
holes), and special features. They have better reservations systems, hours of
operations, guarantees, and customer satisfaction policies. The golf club
appearance and layout is more attractive, cleaner, with good parking facilities.
The staff is dressed more professionally in golf attire. Both regions have
similar price strategies, but Quebec offers better value bundling to increase
sales.
New York/Vermont golf courses tend to be more visible from the road and
have better access, as well as access to the disabled. They do more
promotions using print media and special promotions. These golf courses
would benefit from visiting the golf courses just a few miles away in Quebec to
improve their offerings to their target market and grow their business.
Benchmarking with best practices in other golf courses can be a helpful
process to identify areas of improvement in one‟s marketing strategy,
especially in regions that attract similar target markets across the border.
Golf tourism also offers opportunities to increase spending on golf-related
goods and activities in a region. By offering value-bundling with other golf
courses, each participating golf course gains the opportunity to attract golfers
from other areas who might become regular guests if they enjoy their
experience there. The golfers might benefit from getting more variety in their
golf experience, and travel to more distant locations where they might spend
Proceedings of Eurasia Business Research Conference
4 - 6 June 2015, Nippon Hotel, Istanbul, Turkey, ISBN: 978-1-922069-77-1
on food and lodging. Other value-bundling combining food and lodging with
golf courses can benefit all tourism operators concerned. It can turn an
afternoon activity for the price of a golf fee into a weekend of golf fees,
restaurant revenue, and overnight accommodations that support the rural
region. These types of sales promotions must be communicated in order to
draw golfers. More advertising by the participants in print media, brochures,
tourism cards and guidebooks, websites, email and social media would help
support the value packages. Hosting golf tournament fundraisers for
charitable causes can draw a different type of golfer that may be a potential
repeat customer, as well as generate goodwill and publicity for the golf
course.
The above findings are limited in sample size and in scope, and
generalization beyond the regions under observation should be undertaken
with caution. The findings apply to seasonal golf courses in northern regions.
More research is needed in other Canadian provinces and Northern American
states, as well as in other countries with seasonal golfing. Additional research
is also needed in warmer climates where golf-courses operate year-round,
where the marketing strategies are likely to be different in scope.
References
Church, NJ and Heroux L 1999. „Canadian and American Travellers:
FraternalTwins? An Exploratory Study of Hotel Macro-Choice Criteria‟,
Proceedings of the Administrative Sciences Association of Canada
Conference, C Ralston, ed. Saint John, New Brunswick, Vol. 20, No. 23,
pp. 22-30.
Golf Profit Builders 2015. “Golf Course Business Trends”, N.p. n.d. Web
03/16/2015. http://www.golfprofitbuilders.com/
Gregory, S 2013. “A Hole in Half”, Time, 182(5), October 10.
Heroux, L 2002. Restaurant Marketing Strategies in the United States and
Canada: A Comparative Study, Journal of Foodservice Business
Research, Vol. 5, No. 4, pp. 95-110.Heroux L and Burns L 2000.
„Comparative Marketing Strategies of Bed-and-Breakfasts in Canada
and the United States: An Exploratory Study‟, Proceedings of the
Administrative Sciences Association of Canada Conference, NJ. Church,
ed., Vol. 21, No. 23, pp. 21-28.
Heroux, L and Csipak J 2001. „Comparative Marketing Strategies of Motels in
Canada and the United States: An Exploratory Study‟, Proceedings of
the Administrative Sciences Association of Canada Conference, L
Heroux, ed., London, Ontario, Vol. 22, No. 23, pp. 35-44.
Heroux, L and Csipak J 2005. Marketing Strategies of Bars in the United
States and Canada: A Comparative Exploratory Study, Journal of
Foodservice Business Research, Vol. 8, No. 2, pp. 55-72.
Huteesing, N 2013a. „According to Golf, the Economy is Out of the Rough‟,
BloombergBusiness, July 31. www.bloomberg.com/news/articles/201307-31. Accessed 03/11/2015.
Huteesing, N 2013b. „The Real Economic Impact of Golf‟,
BloombergBusiness, July 26. www.bloomberg.com/news/articles/201307-26. Accessed 03/11/2015.
Laird, K 2011. Golf Town Tees up US Expansion Plan, Marketing, March 11.
Proceedings of Eurasia Business Research Conference
4 - 6 June 2015, Nippon Hotel, Istanbul, Turkey, ISBN: 978-1-922069-77-1
McCarthy, JE. and Perreault WD 2000. Essentials of Marketing, 8th Edition,
Irwin.
Mitchelson, RL and Lazaro MT 2004. The Face of the Game: AfricanAmericans‟ Spatial Accessibility to Golf, Southeastern Geographer, Vol.
44, No. 1, pp. 48-73.
National Allied Golf Association (2012). Canadian Golf Consumer Behaviour
Study, http://Canadagolfs.ca/canadian-golf-consumer-behaviour-study/.
Accessed 03/11/2015.
National Allied Golf Association (2014). Economic Impact of Golf in Canada,
http://Canadagolfs.ca/economic-impact-of-golf-in-canada/.
Accessed
03/11/2015.
National Golf Foundation (2014). Golf Participation in the US.
http://www.ngf.org/pages/golf-participation-US. Accessed 03/16/2015.
Newport, JP 2007. Golf Journal: Nine is Enough: Short Courses may Lack
Fancy Amenities, but they‟re often more Fun to Play than 18-holers, Wall
Street Journal, September 1.
Petrick, J and Backman S 2002. An Examination of the Construct of
Perceived Value for the Prediction of Golf Travelers‟ Intentions to
Revisit, Journal of Travel Research, Vol. 41, No. 1, pp. 38-45.
Shepherd, C 1999. Driving for the Green: Marketing your Community‟s Golf
Course, Parks and Recreation, Vol. 34, pp. 72-79.
Vaughn, J 2012. Marketing your Brand on the Golf Course, Michigan
Chronicle, July.
Wilson, B 2011. „Global Golf Industry Facing Challenges‟, BBC News
Business, April 1, www.bbc.com/business-12731099. Accessed
03/11/2015.