Virtual Makeover

Energizing your Web site with the latest functionality takes vision and the right allocation of resources.

by Jamie J. Gooch (editor@clubandresortbusiness.com)
September 2007
 

It’s still true that if you build a Web site, they will come. But it’s now equally true that they will only come back if you put equal effort into site updates. And this extends beyond the daily content changes that are a must to keep members and guests informed. Web technology is also changing so quickly that entire sites need to be overhauled every few years to take full advantage of all the Internet can do, and to reach all the potential customers it can bring to you.

Web 2.0 is the phrase the “technorati” use to describe the latest trend of using an Internet platform to support interactivity, sharing and collaboration. Blogs, wikis, social networking, podcasts, really simple syndication (RSS) and video sharing all fall under the Web 2.0 umbrella (for definitions, read “Coming to Terms”). Add to that the increased use of animated Flash programs; the ever-growing task of database maintenance; and the need to get and stay serious about e-commerce and search engine optimization, and it’s clear that keeping up with all that the Web involves has become a full-time job.

Like most businesses, clubs and resorts are quickly faced, after launching their sites, with the decision to either outsource these ongoing technical responsibilities or hire dedicated Web site staff. Troon Golf does both. The Scottsdale, Ariz.-based golf management, development and marketing company uses an in-house staff to manage its corporate site (www.troongolf.com) and works with a vendor to help with most of its 185 facilities’ individual sites. The vendor provides access to a content management system—an online tool that lets each property easily update its own site.

Who’s in Charge?
“In our sales and marketing department, we have many people with expertise in different areas of Web site content,” says Guy Sugden, Troon Golf’s Director of Revenue Management. “But the management and administration of that content is through one individual. That keeps the style and flow of the pages consistent.”

The goal of Troon Golf’s corporate site is twofold: directing prospective customers to the appropriate property, and providing information to clubs interested in being managed by Troon Golf. While the corporate site has a different mission and structure than the individual facility sites, assigning responsibility is still key.

“Where I see the most success in the clubs that I work with is when there is a point person at each facility to manage the site,” says Renee Ryan, Troon Golf’s Director of Membership Sales. “It helps to maintain consistency and keep things updated when you have one person at the property level. That person is usually a marketing person, and sometimes it’s a general manager.”

These Web site managers normally have other duties beyond the site, Ryan says, and others may be responsible for submitting site updates. But the site manager is there to maintain a consistent feel and provide accountability.
“On the daily-fee side, we strongly recommend that administration of the site not be handled by the GM or head professional, who are both busy running the facility,” Sugden adds. “We recommend that either a dedicated sales and marketing person, or at minimum a sales assistant, have Web site responsibilities. The sites have security layers so the supervisor can see who made the last edits and when, which allows senior management to audit site maintenance.”

Set Site Goals
The vendor who redesigned the Web site earlier this year for Clinton Country Club (www.clintoncountryclub.com) is now also responsible for updating it. Williamsport Hospitality Partners, LLC, which recently purchased the 99-year-old club in Lock Haven, Pa., wanted the site to look more professional.

Juliette Falls’ site features Flash animation and video flyovers.

The local vendor rebuilt the site for a fee, and now maintains it through a membership-for-updates barter agreement, says Tom Cioffi, Director of Operations. As part of the agreement, 24-hour turnaround on updates is promised. “So far, it’s been a good arrangement,” Cioffi reports.

The site creation process went smoothly, in part because the club’s Board had a firm idea of what the site should be. It took about a month to get the new site designed, approved and relaunched online.

“[Clinton] is an established, more traditional club,” says Cioffi. “The site’s not flashy, just functional. It’s not meant to impress, but to help us communicate with members and provide basic information to the public.”

On the flip side is Juliette Falls’ Web site (www.juliettefalls.com). The golf and spa community, being built in Ocala, Fla., will have its grand opening in October. Its Web site goals are geared toward marketing the custom-built homes, golf course, spa and other amenities the community will offer.

“The site is meant to convey a high-class, upscale feel to attract people to the community,” says Teia Engel, Marketing Director for Juliette Falls.

To do that, an outside vendor built the site with Flash animation and background music. Visitors to the site can take video “flyovers” of the golf course and view pop-up floor plans of the home models.

All updates are funneled through Engel to the site vendor (a monthly fee covers unlimited changes), but she says it doesn’t take a lot of her time.

Troon Golf uses on-site staff to manage its corporate Web site. In addition, a vendor provides access to a content management system that Troon facilities use to update their own sites.

“The site took about two months to build; it’s an extensive site and was pretty time-intensive for us,” she reports. “But, now it might take half a day each month for me to compile and send a list of updates to our vendor.”

That time requirement will grow when the site adds a private member area later this year, she notes. Still, having a vendor update the site does free up club personnel for other duties.

Cost-Benefit Tradeoffs
As these examples show, each approach to Web site maintenance and upgrading has its benefits. A content management system allows non-technical staff to update a Web site immediately. A dedicated, in-house Web staff can also provide complete control and customization of a Web site without involving a third party.

In the end, it comes down to the best use of time and money for an individual property. “Judging from our experience interviewing different vendors, a content management system can run between $1,800 and $2,800 a month, depending on the reaction time to requests and the level of administration required by a club,” says Troon’s Sugden.

And while in-house Web site administrator salaries vary by region (see www.salary.com for a ballpark figure for your area), it’s not an entry-level position. So due diligence is needed to make the right call among hiring a proven in-house pro, trying to develop your own talent or turning to an outside vendor. “You’ve really got to do your research,” says Engel.