Giles Greenwood: How golf destinations can turn marketing into bookings

Golf tourism is an increasingly competitive market with destinations, resorts and travel companies continually looking for ways to attract visitors, generate enquiries and convert interest into bookings.

Promoting world-class golf courses and attractive accommodation is only part of the challenge. Understanding what customers want, building relationships with travel operators and providing packages that deliver genuine value are equally important.

Giles Greenwood has spent more than 25 years working in international golf tourism, helping destinations, resorts and golf businesses strengthen their profiles and generate results.

He is the chief executive and founder of Seventy2 Golf, an international sales and marketing consultancy established in 2017. Before launching the business, Greenwood held senior roles at the International Association of Golf Tour Operators (IAGTO).

Through Seventy2 Golf, he now works with destinations, courses and resorts in sales representation, trade access and market activation.

“We help destinations, hotels and golf resorts build business through the travel trade. We work with a network of over 2,000 buyer companies across golf, leisure and luxury travel,” Greenwood said.

“Our work covers finding the right partners, sales calls, contracting support, training, familiarisation trips and ongoing follow-up.

“The aim is to get the right product in front of the right buyers, help them put it on sale and support them in generating bookings.”

Beyond the relationship between destinations and operators, Greenwood believes understanding the evolving expectations of golf travellers is essential to effective destination marketing.

“The whole holiday matters. Golf is the reason for travelling, but accommodation, food, time with friends and convenience all contribute to the appeal.

“Different customers have different priorities: a group of experienced golfers, a PGA professional bringing clients and a couple where only one person plays will each need a different offer.

“The 2026 Golfbreaks and Golfshake research supports this, showing how priorities vary with age and playing experience.

“My view is that destinations should use those differences to shape their packages and marketing, alongside what their own enquiries and bookings tell them.”

The 2026 research by Golfbreaks and Golfshake, which surveyed 2,500 UK golfers, found that 73% of respondents with less than one year's playing experience considered food and drink either an important or very important part of a golf holiday.

Culture and sightseeing were important to 61%, while 44% said spa and leisure facilities were important considerations. These findings highlight the importance of non-golfing experiences to newer golfers.

However, more experienced golfers placed less emphasis on non-golfing activities. Only 18% of golfers who have played for six or more years ranked culture and sightseeing as important. For 66% of those respondents, playing outstanding golf courses was an important factor.

The survey found that golfers with between one and two years of experience are the most value-conscious group. Over 80% of respondents in this group selected value for money as a significant booking consideration.

“Value also needs to be clear. Customers and operators need to understand the complete cost and what is included. Transfers, practice access, room arrangements and the professional's place can all change the value of a group proposal,” Greenwood added.

“I would also encourage destinations to follow their marketing through to the sale: which partners have loaded the product, what enquiries are coming in, and where are bookings getting held up? That gives them practical things to improve.”

While understanding customer preferences is essential to attracting interest, destinations and resorts must also consider the requirements of the travel operators responsible for selling their products.

For operators, an attractive destination and competitive price are only part of the equation. Securing accommodation and tee times, understanding pricing and booking terms, and receiving reliable supplier support can all influence whether a golf holiday makes it into their portfolio.

Greenwood outlined six things destinations and resorts should provide to help golf tour operators sell their products:

• Rates available early enough to plan and sell the next season, ideally with a rolling 12-month view where contracting permits.
• Rooms and suitable tee times that can be confirmed together, with clear holds and release dates.
• A complete price, clear inclusions and workable payment, cancellation and group terms.
• Enough margin to justify the work involved in selling and managing the booking.
• Good images, useful copy and training so the sales team understands who the product suits.
• A reliable contact who can coordinate the trip and help if something changes.

At IGTM in Cannes on 21 October, Greenwood will lead a session titled 'What's Working in Golf Tourism Now? Destination Marketing, Operator Needs and the Changing International Marketplace'.

Greenwood will examine the current trends shaping golf destination marketing and what operators require to sell destinations effectively.

“The session looks at two sides of the same sale: how an operator decides whether a trip is worth selling, and what a destination needs to provide to make that happen,” Greenwood said.

“I use two illustrative group quotations to show how transfers, the professional's place, practice access and payment terms can change the commercial decision. The headline rate is only part of the picture.

“The practical takeaway is to leave each IGTM meeting with a clear next step, someone responsible and a date,” he added.

“Then send the rates and assets, resolve availability gaps, train the sales team and agree when the product will go on sale.

“As I say on the closing slide: 'The best souvenir from IGTM? A product you can sell'.”

Click here to find out more about Giles Greenwood’s session at IGTM 2026.

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