City Golf is launching a new indoor golf simulator business in Manhattan. The simulator offers the latest technology to give customers the most realistic golf experience possible from choosing courses and weather settings. The business will target both avid golfers and the general public. Key strengths are the high-quality simulators and technology. Challenges include maintaining a full schedule and technical complexity. The marketing plan focuses on positioning City Golf as the premier indoor golf facility through various promotional strategies like ads, partnerships, and word-of-mouth. Success will be evaluated based on revenue, expenses, customer satisfaction and keeping updated on new technology.

1. An Illustration of the Key Elements In a Marketing Plan
Kevin Kaminski
City Golf
The new way to play

2. I. EXECUTIVE SUMMARY
A. Product: City Golf
This is a virtual golf simulator that offers to bring a golfing experience like no other. The purpose of this
simulator is to make customers feel like they are on the golf course but actuality they indoors with the city
right outside. We plan to provide the most update technology that will give you the ability to choose any
course from around the world, be able to choose the wind /weather settings and this technology will be
able to recommend based on your previous settings you set what course to choose, what weather you
should set to make it more difficult or easier for yourself. This golf course is like no other because you
will be able to feel the wind on your back and depending how high you set it the more intense it will feel.
Our goal is to guarantee that our customers get the best experience possible. We plan to provide frequent
updates and changes to keep up with the most up to date technology and to give customers an experience
found nowhere else in the world.
At City Golf we plan on targeting a wide variety of golf enthusiast’s and the general population young
and old alike. The best location for this business would be in the heart of downtown Manhattan where
business is always booming and rapidly changing. This location no one would expect to find a golf
course in the heart of New York City where you can find it nowhere else.
Key Benefits and Value Proposition
City Golf Key Benefits Price Value Proposition
Ability to choose
from different
courses from
around the world
and change system
setting.
Be able to golf in
the city without
having to go to
actual golf course.
First Session $20
per hour every other
session $30 per
hour
Be able to play golf
in the city like
nowhere else at a
reasonable price.
Key Benefits and Value Proposition
Golf Simulators simulators in the United states have only started to recently grow and boom into
something more; China alone had a annual revenue of $1.04 billion in 2013 and increasing at a rapid
pace. ““New York is made up of millions of different people, and they all come here looking for
something.”(Lindsey Kelk, I Heart New York) We are always looking for the next big thing and New York is
where it all starts.

3. II. Situation Analysis
City Golf is just entering its first year operation within New York City. This simulator will be
well received and marketing will be the key to development of brand awareness as growth of the
customer base. City Golf offers a golf simulator experience like nowhere else serving golf
enthusiasts young and old alike.
A. Market Summary
City golf possesses knows a great detail about the market and what it needs to offer to get a
competitive edge over its competitors and to bring golf enthusiasts to them. This information we
bill used to better understand who we are serving, what the specific needs are for the customer,
and how City Golf can bring out the best in what it does to its customers.
Target Markets
- Recreation
- Fitness
- Golf
- Competitiveness
B. Marketing Demographics
The profile of a typical City Golf customer consists of the following geographic, demographic
and behavior factors:
Geographics
- City Golf main geographically area is set in cities with New York City to start. This will
help cater to different cities throughout the United States and eventually the rest of the
world.
- The targeted population for this is 29 million in United States alone.
Demographics
- Roughly 75% of males play golf, while only 25 % females do.
- Ages range from 15- 70, with the average being around the age of 46.
- 68% of golfers are married
- 67% attended and/or graduated college
- Average household income = $95,000
Behavior Factors
- Most golfers enjoy playing golf not as a means for competitiveness but as an enjoyable
activity for themselves.

4. - More than half of all golfers spend their money on golf equipment.
- Golfers usually have active life styles with some that include some sort of recreation
twice or three times per week.
C. Market Needs
City Golf is providing the golfing community with a new way to play golf like nowhere else in a
city setting. The company seeks to fulfill the benefits that are most important to customers:
- Quality – That customers are satisfied with their overall experience and what they are
getting for the price.
- Technology – The facility is up to date with the latest and greatest technology to give the
customer the best overall experience like no other and to make them feel like they are on
an actual golf course.
- Customer Service – Exceptional service will be given to every customer in order to
build a sustainable business and grow with a help from loyal customers.
D. Market Trends
City golf will distinguish itself from is competitors by marketing its brand not previously
available to golf enthusiasts in city settings. The emphasis competitors have had is to cater to
golfs and always to go to a golf course no one has really catered to golfing in the city market.
The one that have catered to them do not have substantial setting enough to get a foot hold on the
market. The number of golfers is not restricted to any one particular group, country, continent,
or culture there is a world market for this product that is untapped. This will bring City Golf to
all different parts of the world.
The easiest and fastest way to grow is to focus on males in their 30s and 40s. The
marketing in general will be projected toward this group but will be open to everyone and
anyone. We will use previous facilities to start our business and to cater to those interested in
playing golf especially in the city. The sports for virtual golf will be aimed at wide variety of
people especially our target audience.
Another big trend is recreational golf. More and more people are getting together in countries all
the around the world to play golf. For example, in China alone virtual golf brought in revenue of
$1.04 billion in 2013. These marketing trends are showing rapid and continue growth in golf
around the world.
E. Market Growth
With more and more golfers playing and competing every day the competition to cater to those
people becomes bigger and bigger. With a rapid untapped market everyone wants a piece of the
pie. The growth statistics for upcoming year is estimated to increase. More and more people are
discovering and rediscovering the fun of golfing.

5. III. SWOT Analysis
The following SWOT analysis captures the keys strength and weaknesses within the company
and describes the opportunities and threat facing City Golf.
A. Strengths
One of the key strengths to the business will be our partnerships with suppliers. We aim to
develop and maintain strong partner relationships with different golf courses, breweries food
suppliers, sports carriers and more in order to keep things affordable and logistically viable. This
will help us market and advertise greatly due to mutually beneficial with course memberships
and promotional materials throughout. The simulators top notch and not something you can find
anywhere else. They are top of the line and provide the most realistic golf experience feeling like
you on an actually golf course. Adding a professional golf coach to the equation and you will
have a fun time and learn things as you go.
B. Weaknesses
The main weakness will be scheduling to keep the center full. There are off-times for every
activity and we need to figure out a schedule that is sure to keep the place full and bring in lots of
profit. One particular weakness is the technological complexity of the simulators. Since the
simulators are the best in the industry we will need to keep a trained technician on site at all
times to perform basic up-keep as well as any routine maintenance and repairs of the unit. Also
we need a programmer checking everything to put new golf courses in and to keep everything up
to date. The plan to minimize these problems as much as possible by hiring certified instructors
who we can also train to run and facilitate the gameplay during business hours and
repair/service/upgrade the machines before and after.
C. Opportunities
We will use opportunities to partner with golf courses and clubs to offer combined memberships.
The avid golfer will still want to play golf even while in this city without having to go to a local
golf course. During the long and cold winter months, we will offer these people the chance to
keep their game up indoors while paying a flat fee to use both. This will also be handy on days
where the weather may be inclement and also provide us with continued use over the winter
months.
D. Threats
The main threat that has been pointed out to us is simulators at sports bars. These competitors are
going to be major threats to City Golf. While these places are established and already hold a
portion a good portion of the market in New York City, our simulators are of much higher
technical and physical quality where you can find nowhere else. With state of the art rooms that

6. you can set the weather setting, pick any course in the world to choose from, be able to feel the
wind on your back and be able to record your scores so the computer can recommend what
setting to put it on next based on your previous settings. This facility is one of a kind and is the
closest thing to playing real golf that is capable of rendering life like 3D environments and state
of the art window and weather technology. Virtual instructors can coach you through the hole
and suggest different clubs to use or you can opt for a live instructor to tell you these things. You
always just out of coaching all together and just play the game.
IV. Marketing Objectives
City Golf is forming its very own market. Even though there are few companies that to cater to
this market, City G0lf is the only company with the most update technology and state of the art
facility that nothing can compare to. The very few competitors in this market do not have the
technology we have and are only catering to a certain groups of people. We will cater to the
general public and all golf enthusiasts everywhere, by not targeting a generalizing a specific
group of people we will be able to cater to all people young and old. Once we bring this to
market in New York City and starts to grow will put our ideas and facilities in other cities
throughout the country and then the world.
A. Service Offering
This facility will give golfers the general public and golf enthusiasts the ability to play golf in
doors in a city like setting where you can find nowhere else. With state of the art technology and
the ability to adjust wind, weather, and which golf course to choice. You will able to feel the
wind at your back and feel like you’re actually on the green of the golf course.
B. Keys to Success
The main key to success is to keep the facility up to date with latest and greatest technology
while catering to the marketing needs. At City Golf we value our customers and want customers
to have the best and the most fun they can at our facility. With these keys to success in hand we
are able to become a profitable and sustainable company.
C. Critical Issues
As a startup business, City Golf is just in the early states. Here are some critical issues we at city
Golf have to deal with:
- Establishing itself as a top notch indoor golfing facility.
- Make sure growth is controlled so payroll expenses never exceed the revenue base.
- Monitoring customer satisfaction, ensuring that the strategy taken will not compromise service
and satisfaction levels.

7. V. Marketing Strategies
The key to our marketing start is focused on recreational, fitness and customer satisfaction. City
Golf will be able to cover most of the indoor golfing market because there are very few
competitors in this market which has untapped potential. City Golf will be able to cater to all
groups of people based on the preference from young to old, from the general one time player
and to the player that plays every day. We want to be sure each person that comes into our
facility gets the best of the business and what we have to offer.
A. Mission
Our goal is to offer the golfers the ability to play golf in the city. Our hope is to combine today's
generation's love for gaming and head to head competition with the timeless game of golf all
while indoors. No matter what your skill level, age, or gender, City Golf is a place where your
golf game will improve in front of your eyes and you the computer within will be able to track
and document your process so you know you will be always at the top of your game.
B. Marketing Objective
- Maintain strong positive growth each and every quarter.
- Achieve steady increase in market penetration.
- Keep up to date with the latest technological advances to keep the facility up to date.
C. Target Markets
With the United States alone being 29 million players golfers and continuous growing a niche as
be cast. City Golf’s aim is to expand this untapped market by emphasizing on our own facility
vs. our competitors. City Golf is targeting recreational, fitness and fun players that are growing
to play the sport. These players are gearing themselves a every growing market that will project
a steady increase of the market in the next five years.
1. Positioning – City Golf will position itself at the forefront of the indoor golfing market.
This position will be achieved by City Golf offer to provide the most update technology
and passion and love for the sport. City Golf is an indoor golfing company that caters to
all people from all walks of life. We are prepared to make this succeed no matter what.
D. Marketing Mix
The single objective of the marketing program is to position City Golf as the bet indoor golfing
simulator in the area in the domestic market as well as the international market. The marketing
program will seek to first create customer awareness concerning the facility and services
rendered and then develop a customer base. City Golf’s marketing program consists of the
follow approaches to product, pricing, distribution and promotion.

8. 1. Product – City Golf will develop a facility that no one would that would be possible
especially in a city setting. City Golf will achieve fast, significant market penetration
through a solid business model, long-range planning and a strong management team that
is able to execute this amazing opportunity. The experience rendered from the
management team for this facility will be invaluable. This extensive experience provides
City Golf with the information as well as the passion to provide the indoor golfing market
and golfing world with much needed services that no one else can render.
2. Pricing – This will be based on other competitors and what they are charging compared
to how much it is to buy and maintain this high quality equipment.
3. Distribution – City Golf will cater to its customers at the heart on New York City. City
Golf will maintain a close relationship with customers with a direct consumer approach.
This is essential for serving the market for true demand. City Golf will develop key
relationship with different clubs and shops that will help our facility to grow.
4. Promotion – The message that City Golf is trying to promote is that it offers the best
indoor golf course in the area and in the world. This promote will be carried out through
a number of different ways. Through ads, billboards, word of mouth and especially
through the internet. By placing ads in golf clubs, facilities and magazines we are able to
promote the facility to get people interested in golf to check our state of the art facility.
By using the ads on the interest will zone in on people trying to look for something to do
in New York City and/or just want to have fun.
E. Marketing Research
City Golf is blessed to be in one of the greatest cities in the world. If you can make it in New
York City you can make it anywhere. City Golf will be able to utilize this opportunity by
working with many different groups of people. City Golf will able to test its state of the art
facility by many different groups of people to find out what they do and don’t like and what
should be changed. This extensive testing by many different people will provide City Golf
valuable feedback and will lend the facilities to grow and improve.
VI. Marketing Implementation
A. Marketing Organization
City Golf will use the following marketing organization to address all plans and concerns
regarding the facility and what needs to be done.

9. B. Marketing Plan Start Date End Date Budget Department
Marketing plan completion 2/1/16 3/1/16 $0.00 Marketing
Website completion 2/1/16 4/15/16 $25,000 Marketing
Advertising campaign 2/1/16 12/30/16 $10,000 Marketing
Development of the facility 2/1/16 12/5/16 $0.00 Marketing
Total $35,000
C. Marketing Expense Budget 2016 2017 2018
Web site $20,000 $15,000 $12,000
Advertisements $15,000 $12,000 $15,000
Printed Material $5,000 $2,500 $3,500
Total Sales and Marketing Expenses $40,000 $29,500 $28,000
Percent of Sales Contribution Margin 7.56% 5.04% 6.34%
Contribution Margin $418,250 $534,640 $657,241
Contribution Margin/Sales 76.51% 79.18% 77.83%
VII. Evaluation and Control

10. The purpose and goal of City Golf’s marketing plan is to serve as a guide for the organization.
The following areas will be monitored according to gauge optimal performance:
- Revenue per month and year
- Expenses per month and year
- Customer satisfaction
- Technological advances
VIII. Conclusion
This marketing plan will help utilize and develop City Golf from a startup company of an
untapped market into the leader in indoor golf simulators around the world. With up to date
advanced facilities with the latest technology and most enhanced devices. City Golf will give
you the best simulator ever that you can find nowhere else. With state of the art wind/weather
control which you can set, different courses you can play from all around the world without
having to travel and better yet playing this all without having to leave the city. This is the first of
its kind and the aviator to bring this new market to the stage.

11. IX. References
Kolter, Philip and Kevin Lane Keller (2012) Marketing Management (14/e), Upper Saddle River,
NJ: Practice Hall.
http://www.golftheunitedstates.com/story/352 - “Golf Simulators – Growing the game from the
inside”
http://www.golftecevents.com/tag/virtual-golf-simulation-event-marketing/ - “Virtual Golf
Simulation Event Marketing”
http://usa.chinadaily.com.cn/epaper/2015-06/15/content_21007910.htm - “Indoor golf driving
boom in the industry”
http://www.myloopcard.com/scorecard-features/golfer-demographic-statistics.phtml - “Golfer
Demographic Statistics”
https://www.business.qld.gov.au/business/running/marketing/write-implement-marketing-
plan/implement-marketing-plan - “Implement a marketing plan”
http://www.modernmarketingpartners.com/7-types-of-marketing-organization-structures/ -
“SWOT Analysis
Discover New Opportunities, Manage and Eliminate Threats7 Types of Marketing Organization
Structures”
http://pestleanalysis.com/swot-analysis-definition/ - “The SWOT Analysis Definition your
Organization Needs”