3 Reasons Why Email Marketing DOES Work

Digital Marketing is evolving at the speed of light. With new advances and detailed targeting methods in Pay Per Click, many are quick to put their email marketing on autopilot and focus on other methods. This is a hasty move since a 2016 study done by eMarketer showed that 81% of customer acquisition and 80% of customer retention is done through email. Cypress Golf Management has found the top three reasons your email marketing is failing and we’re here to help you fix it.

  1. When you send an email, does it blanket your entire database? This is a huge faux pas that can send your unsubscribe rates through the roof. Segregating customers into their own data “buckets” is the first step to create a successful email strategy. Loyalty Customers and those who haven’t booked with you in some time is a good place to start. Do you have a food and beverage operation? Identify your clients that spend the most in food and the least in food. There are many ways to segment your clients, but make sure they all stem from client purchase behavior.
  2. Are you tailoring your message to the intended reader? Without segmentation this will never happen. If your loyal customers get golf deals, then you’re cannibalizing your own profits. If a guy who occasionally plays 9 holes for fun with his son is bombarded with tournament information, then he’s on his way to unsubscribe. It’s important to know what your customers want and how to leverage this to turn a profit. Your loyal golfers need up-sell emails. Offer a discount on food and beverages with their golf to increase their total spend. The golfer who only comes out on occasion needs an email that cuts prices during a dead spot on your tee sheet.
  3. Is your email actionable? 81% of customer acquisition happens through email because good emails provide a clear, actionable way to take advantage of the offer. Take the responsibility off of the customers shoulders and allow them to book at a lower rate, take advantage of food and beverage pricing or sign up for your tournament as soon as you’ve peaked their interest.

Don’t let your email database waste away because of high unsubscribes or a lack of action. Cypress Golf Management is here to help you turn your database into revenue with more proven digital marketing strategies like these. Get a free course evaluation today and see just what we can do for your property.

A Guide To Managing Labor Costs

Surveys conducted* by the Golf Course Superintendents Association of America (GCSAA) reveal that labor accounts for 52 percent to 65 percent of a course operation’s total budget. The surveys only generalize the relative size of this budget line item but do not reveal the challenges of the tasks themselves: the course design requirements and the relative handwork necessary to achieve them. Typically, labor costs are the primary focus for immediate cost constrictions without consideration given to the ramifications of such reductions.

The only reliable method to determine the cost of labor is to examine the tasks required of the human capital employed to execute them, individually and dynamically. Employee productivity, time and motion studies, manpower estimates: they all refer to studying tasks and the cost of labor required to complete them.

The goal of these studies is to determine how many full-time employees (FTE) are necessary to complete all the tasks required to maintain the course objectives and benchmark standards. An FTE is defined as one person working 40 hours per week for 52 weeks for a total of 2,080 hours. 


Evaluated tasks: Actual hours





Total Time per week

Task A





Task B





Task C





Task D





Task E





Task F





Task G





Task H





Total hours per week


Total hours per year


FTE (2080)



When the total number of FTEs is defined for existing tasks, it should be compared to the proposed benchmarks to determine what efficiencies are lost or gained applying alternate maintenance practices and procedures. Labor costs are then assigned, per employee, to actual hours and required hours to determine where changes in the operation should be initiated and how those changes will affect labor cost projections.

As always, maintaining the benchmark standards is the focus of all labor cost evaluations. It is important to be cognizant of manpower reductions and changes that could have a long-term negative impact on the course conditions and playability. Staff required for each task or project is frequently misrepresented because the exact time requirements are estimated or unknown. Staff is often expected to do more, with fewer resources, or experiences idleness as a result of undefined expectations.

Labor cost is a significant portion of any club’s budget, and course maintenance accounts for the majority of that cost. Course maintenance is also the most visible and impactful for membership, both in terms of aesthetics and enjoyment. Additionally, what works for one club may not work for another, even clubs that are similar in geography or player demographics; no two clubs can compare or duplicate labor utilization and cost.

The principles at CGCS have the expertise to complete a proper labor analysis, having personally owned, operated, and managed course operations. We provide the solutions you need to manage maintenance operations as a business within your business. If you would like more information about this type of analysis, or any other service that will allow your club to run more efficiently and more profitably, call us at (813) 645-9111 or send an email from our contact page.

A Complete Turn Around For The Patch

“It’s been a rough decade or so for the Patch Golf Course… but this old course has a new lease on life.”

After being privatized, abandoned and then put up for sale, the city of Augusta, Georgia didn’t think there was a positive outcome for The Patch. In an attempt to bring life to the course, Commissioners hired Cypress Golf Management to take on the project.

With the help of Cypress Golf Management the Membership list grew, the course conditions are better than they have ever been. Jim Dent, a 12 time PGA Senior Tour winner, was enjoying the course when he said “If you look at the golf course it’s growing. The fairways and greens are like night and day, the tees are better, everything is better.”

5 years later those Commissioners are so happy that they extended the contract with Cypress Golf Management for another 5 years. Watch the full story below.

Cypress Golf Management Awarded 5 Year Contract Extension on Augusta Municipal Golf Course

Cypress Golf Management

John Fogel



Release Date: 5/12/19

Local ABC Affiliate WJBF Coverage: https://www.wjbf.com/news/csra-news/getting-back-into-the-swing-of-things-at-the-patch/1993033226



Central Florida based Cypress Golf Management was awarded a 5 year Contract extension by the City of Augusta, GA.  Cypress Golf Management has overseen operations at Augusta Municipal Golf Course for the past 5 years.  The Augusta Parks and Recreation Department and City of Augusta voted to extend the contract by an additional 5 years.  “We’re very excited with the results we’ve been able to provide for golfers at The Patch” said Cypress COO John Fogel.  “We have a great working relationship with Parks and Recreation Dept. Director Glen Parker and Asst. Director Ronald Houck, who are both very pleased with the results on the property”.


Cypress Golf Management offers a strategic approach to Golf Course Management along with 40 years of experience in the industry. Offering a full range of services including Facility Planning, Golf Operations, Golf Maintenance, Food & Beverage, Accounting, and Marketing services. Club Management is not a “one size fits all” approach as each and every facility has its own unique character. While they live by that philosophy, there are several core business practices that they use as the building blocks to create a successful property.


ABC News Affiliate WJBF Coverage

Getting Back Into the Swing of Things at the Patch