Deciding what to negotiate with a golf destination takes most operators about forty minutes a year. All forty go on the same number.<\/p>\n
You ask for two more points. You get half a point. Someone says the season has been difficult. You agree to revisit it next year and both of you go back to your inbox.<\/p>\n
Here is the timing problem nobody mentions in that call. Most winter contracting is done by November. The marketing budget that same destination will spend on your market was signed off the previous January, and it has to be spent by December.<\/p>\n
So while you were negotiating the one thing with a ceiling, there was a second pot on the table, already approved, with somebody under pressure to allocate it well.<\/p>\n
You did not ask about it. Almost nobody does.<\/p>\n
Let me say something true before the list, because it rarely gets said to the person doing the asking.<\/p>\n
If you have spent years pushing on rate, you have been defending two margins at once, yours and your client’s. That discipline is not common. Plenty of operators take the first contract they are sent and complain about margin privately, afterwards.<\/p>\n
You ask. That is the harder thing to do.<\/p>\n
The issue is not that you negotiate. It is that you negotiate one variable, and one variable has a ceiling.<\/p>\n
Rack rates and net rates sit inside a narrow band. There are signed hotel contracts underneath them, there are course costs, there is a structure the receptive operator cannot break without breaking itself. Once you hit that band, the conversation is over.<\/p>\n
Everything else has no ceiling at all.<\/p>\n
The mechanism is simple, and understanding it changes how you walk into the room.<\/p>\n
Ask for rate and you are asking for margin. You are taking money off somebody.<\/p>\n
Ask for a joint campaign and you are asking for volume. You are putting money on somebody.<\/p>\n
Those two requests do not come out of the same budget line. They are not even signed off by the same person. That is the whole reason the answer changes so completely depending on how you phrase it.<\/p>\n
A destination with a marketing budget has a problem you can solve: how to spend it with a partner who genuinely sells, instead of on a stand at a show and a brochure nobody opens.<\/p>\n
Eleven things, grouped into five blocks. Pick three this season and leave the rest for the next round.<\/p>\n
1. Photography and video with usage rights.<\/strong> Not the four JPEGs on the public site. The full library, courses, rooms, villas, restaurants, with written permission to use it on your site, your social channels and your proposals.<\/p>\n Open your own destination page right now. If it has carried the same generic image for three years, that is why your proposal looks like everybody else’s.<\/p>\n 2. Written product copy and fact sheets.<\/strong> Hole by hole course descriptions, room categories, what each board basis actually includes, translated into your selling language. That is billable hours your team stops spending.<\/p>\n 3. A sample itinerary per profile.<\/strong> A GIT of twelve, an FIT couple, a mixed group with non-golfing partners, the client with five days and no more. Built, with real transfer times. You adapt it and send it the day the enquiry lands.<\/p>\n 4. Coop funding.<\/strong> The destination covers part of your campaign cost in exchange for visibility. A newsletter, paid social, a dedicated landing page, your stand at a consumer show. Agreed action by action and measured, not handed over as a lump sum.<\/p>\n This is the one most agents never raise, and usually the one that moves the needle. If you want to test a new destination without risking your own marketing budget, the budget does not have to be yours.<\/p>\n 5. Prize stays for tournaments.<\/strong> A stay for the winner of a club tournament you work with. It costs the destination very little and it hands you a database of players with a handicap and the money to travel. This year’s winner is next year’s group.<\/p>\n 6. An inspection visit for you or your sales team.<\/strong> Not a reward trip, a working one. You come back knowing what sells and what does not, and it shows on the first call. It also shows on your website, because you come back with your own images.<\/p>\n 7. Exclusivity, limited by time or product.<\/strong> Nobody is giving you a country in perpetuity. A specific package, in a specific window, for one season, is negotiated far more often than agents assume.<\/p>\n 8. Early access to information.<\/strong> New openings, renovations, next season’s rates, reaching you before they reach the market. Selling a month ahead of your competitors costs the destination nothing.<\/p>\n 9. Being named in the destination’s own communication.<\/strong> The resort listing you as its operator in your market, on its site and its channels. That is authority in front of a consumer and credibility in front of the next golf club you approach.<\/p>\n 10. A training session for your team.<\/strong> One hour with somebody who knows the destination properly. Not a PDF. A live call where your consultants ask the questions their clients ask them.<\/p>\n Most lost golf enquiries are lost on one small unanswered detail, not on price.<\/p>\n 11. A named contact with a mobile number.<\/strong> Someone who answers when a flight goes tech and twelve tee times need moving, or when the group is already in resort and something has gone wrong.<\/p>\n It appears in no contract and it decides whether you sell that destination again.<\/p>\n This is the part that changes the outcome.<\/p>\n Most people open with rate. The moment you do, the meeting becomes a haggle, and everything you raise afterwards sounds like you are trying to recover what you did not get.<\/p>\n Turn it around.<\/p>\n Open with what costs nothing.<\/strong> Assets, fact sheets, early access, the operational contact. These are easy yeses. And every yes shifts the tone: you stop being two parties negotiating and start being two parties building something.<\/p>\n Then the things that cost budget but not margin.<\/strong> Coop funding, prizes, the inspection visit, training. This is where the real money is, and you arrive with three yeses already banked.<\/p>\n Rate last.<\/strong> By then the conversation has changed. Once you have said what you are going to do with the destination this year, asking for better terms is not pressure. It is alignment.<\/p>\n A rate asked for at the end of a conversation about a plan gets granted more often than a rate asked for at the start of a conversation about rate.<\/p>\n The blocker is almost never the list. It is the discomfort.<\/p>\n Asking for marketing support feels like asking for a favour, and favours wear down a commercial relationship. So nobody asks, and everybody keeps the half point.<\/p>\n Three sentences fix it.<\/p>\n One, say what you are going to do.<\/strong> \u00abThis autumn we are running a campaign on this destination: a newsletter to our database, two agent workshops and a dedicated landing page.\u00bb<\/p>\n Two, say what you expect it to produce.<\/strong> \u00abBased on last year’s response, we are projecting between X and Y bookings.\u00bb<\/p>\n Three, ask how they come in.<\/strong> \u00abHow can you support that from your side?\u00bb<\/p>\n Notice what is missing. There is no request for money. There is a plan and an invitation.<\/p>\n And if the answer is that there is no budget this year, you still have the entire list of things that need no budget. The conversation does not end, it moves.<\/p>\n Asking for all of it at once.<\/strong> Eleven requests in one email reads as a shopping list and gets answered as a block, usually with a general no. Three specific requests get answered one by one.<\/p>\n Asking without numbers.<\/strong> \u00abWe would like to promote you more\u00bb cannot be approved internally. \u00abTwo newsletters to 4,000 contacts, projecting eight bookings\u00bb can be. Whoever receives your request has to defend it to somebody else. Give them the material.<\/p>\n You do not need to wait for the annual meeting. Almost nothing on this list is tied to the contracting calendar.<\/p>\n Take one destination you already sell. Go through the eleven and mark three: one asset, one budget item, one operational.<\/p>\n Send a six line email using the three sentences.<\/p>\n The difference between the operator who gets support and the one who does not is rarely size. It is that one of them asks and the other assumes the answer is no.<\/p>\n Back to that forty minute call.<\/p>\n There were eleven lines on the table that day. Now you have them written down.<\/p>\n Global Hemisphere represents Casa de Campo\u00ae, Golf Booking Madrid, Panama, Lanzarote and Playa Granada. This conversation, what a destination can put on the table besides the rate, is one I have every week with agents and tour operators.<\/p>\n If you want to know what each of those five can offer in your market, email me at info@globalhemisphere.com<\/a> and I will send you the specific list, destination by destination, with what is available this season.<\/p>\n No commitment and no forty slide deck. Just the list.<\/p>\n <\/p>\n Free resource for travel agents<\/p>\n The same one I use with groups at Casa de Campo®, Madrid, Panama, Lanzarote and Playa Granada. PDF, straight to the point.<\/p>\nMarketing money that is not yours<\/h3>\n
Visibility, exclusivity and a head start<\/h3>\n
Product knowledge for the people who actually sell<\/h3>\n
The operational line that saves a Sunday<\/h3>\n
Sequence matters: what comes before the rate<\/h2>\n
The three sentences that stop it sounding like begging<\/h2>\n
Two things that get you a no<\/h2>\n
What to do this week<\/h2>\n
Let’s talk about your next season<\/h2>\n
The 7-point checklist to fill a golf group<\/strong><\/h3>\n