Abstract

Generation X is widely defined as those born between 1961 and 1981. Many opportunities exist for retailers targeting generation X. The challenge is to be aware of the different segments within the generation and to market an effective message to the appropriate segment. The retailers who will be most successful are those who understand the nature of each of these sub-groups and use their knowledge to make purchasing both a rewarding and a painless experience.

Additionally, there is a "back to basics" movement among golf retailers. This stresses personal selling skills based on greeting, asking, suggesting, and thanking the customer.

Furthermore, to succeed with marketing golf in the over-congested online environment, Generation X campaigns need to be carefully tailored to fit the psyche of the individual. In addition, there are increasing opportunities for marketers to take advantage of the fashion industry surrounding golfing apparel, as the new wave generation takes shape. It is also important to note that marketers must not forget the other generations when marketing golf. As the baby boomer period still maintains healthy participation rates in the older generation as opposed to the new generation X.

Many marketers of golf have been slow to recognise Generation X, preferring to target the vast population of Baby Boomers, viewing them as more affluent and easier to reach through advertising. Furthermore, while marketers looked the other way, Generation X grew up. Today, Xers are coming of age, and a new crop of consumers are ready to bargain, purchase and experience the golfing scene.

As Boomers grow older, the fashion industry is looking to Generation X to set trends, making them a key target market for golfing apparel and footwear. Their comfort with everything high tech makes them a strong bet for the latest technological golfing equipment. Despite their coming of age in a very different world and with fewer economic advantages, Xers are going through the same life stage situations and will have the same needs as Boomers did years ago.

Will their quest for value, coupled with their marketing savvy, make Xers less brand loyal? That is a question on the minds of many marketers in the golf industry as they struggle to understand today's Twentysomethings. While as of yet, Xers haven't demonstrated a particular attraction to select brands, many advertisers have targeted the group, hoping to cultivate a lasting relationship. One thing is certain; that only by better understanding this new generation can advertisers, promoters, sponsors and golfing enterprises hope to win their business.

Demographic swings are much responsible for building illustrative definitions in both time periods and in the people who inhabit those periods. Professor Michael Pearce (1997, p. 2) believes there are four primary time periods during the 20th century. "The G.I. period (Pre-World War One, Elder) 1901-1924, the Silent period (Depression babies, World War II) 1925-1942, the Boom period 1943-1960, and the Millennial period (Baby Bust, Baby Boom Echo) 1961-1981".

In particular, generation X is a part of the millennial period, and according to different experts it’s period definition varies. Foot and Stoffman (1996) define Generation Xers as those born between 1960 and 1966. Strauss, Howe and Morrow (1997) outline the range as 1961 to 1981 and refers to its members as 13ers: the 13th generation since the American Declaration of Independence. Karen Richie (1995a), supports Strauss, Howe and Morrow by defining Generation Xers as those born between the mid 1960s and the early 1980s. Currently, as of June 1997 the population of Generation X in Australia is approximately 5,952,848 people (ABS, 1997) hence, generation X accounts for over a quarter of Australia's total population. Therefore, the savvy marketer must develop a consummate marketing prerogative to capture this generation.

Generation Xers are considered to be less fortunate than their predecessors, The Baby Boomers. Richie (1995b, p. X) claims that "Generation Xers are unlikely to match their parents’ economic fortunes; and the only one born this century to grow up personifying (to others) not the advance, but the decline of their society’s greatness." They are faced with diminishing job opportunities and less family support. The prospect of paying off a burgeoning public debt and supporting wealthy retirees through pension funds that will be bankrupt long before they see any benefits is resolute.

It is imperative Generation Xers forge an identity behind the most self-centred cohort, The Baby Boomers, describes Pearce (1997). The Baby boomers’ self-importance is evident in generation studies. The Baby Boomers’ claim that Generation X has no identity, which perceived as offensive by Generation Xers. (Foot and Stoffman, 1996)

Generation X is an indifferent group and often cause headaches for sport marketers. The characteristics synonymous with Generation X include ignorance, maliciousness and apathy. (Thau, 1996) However, they would prefer to take a different perspective and describe themselves as quick thinkers, pragmatic and capable of objectively assessing life. In comparison to Boomers, who thrive on education and discipline, Xers resist dependence and place emphasis on practical experience. Through the objectivity of Generation X, they are "more at ease than their elders, with change and complexity, and with people who are different from themselves". (Turco, 1996) Generation X’s superior experience and adaptability is significant for golf marketers. Therefore, marketers must take advantage of this large intelligent and information ready cohort by delivering an appropriate marketing strategy.

Generation X represents a challenge for golf marketers as they are more financially responsible (13% did household shopping as a child); more experienced (74% worked part time during high school); and more savvy (they are the first generation to use computers in school. (Pearce, 1997) (Foot and Stoffman, 1996) Generation Xers are also competent at processing and comparing information from different sources. These consumers can access, evaluate and interpret information more efficiently than other generations. The buying decision process for Generation X remains comprehensive as they are less time-starved, less brand-loyal and always insist on receiving value for their dollar. Additionally, unsubstantiated hype, overstatement or fake promotional campaigns are unsuccessful to Generation X consumers, who were brought up on the increasing media clutter. (Richie, 1995b) They appreciate "bluntness over subtlety, action over words, and the physical over the cerebral". (Howe et al., 1996) Furthermore, brand loyalty cannot be expected from a generation which is likely to live under different households with the same two parents. (Richie, 1995a) Nevertheless, there is a danger for retailers that choose to treat Generation X as an amorphous mass.

The successfulness of marketing golf to generation X in the spectrum of retailing relies heavily on identifying and analysing the segments within the generation. Underpinning, these segments are sub-groups, which golf retailers must recognise to ensure the buying process (moments of truth) is smooth and unconstrained.

Golf's growth in popularity over the past decade has been exponential. It is hard to overlook young up and coming players like Justin Rose and Stewart Allen as they prepare to make their mark. Additionally, generation X is becoming more involved in Golf, hence marketers willing to tackle the Generation X golfing scene must be poised. Marketers who attempt to capture this lucrative market, and fail to consider the physchological characteristics of an Xer do so at their own peril.

The savvy golf retailer has the potential to be highly successful when marketing towards Generation X within the sphere of the golfing world. According to Litvan (1996), consumers aged 17 to 30 are more likely to spend time in retail stores than any other age group. "For golf retailers such as Ray Drummond Golf, half the battle is won, (because Generation Xers) love to shop." (Litvan, 1996) The challenge of retailing golf to Gen X lies in converting high consumer traffic into improved purchase yield rates, in the process of business building. (Williams, 1998) The process of attracting Generation X consumers and converting them to purchasers will be analysed briefly below along the following dimensions: advertising, pricing and assortment, customer service, leisure travel and golf and Internet shopping for golfing business.

Advertising
The key to advertising golf to Generation X is to understand which approaches and attitudes are successful in reaching this consumer group. At an International Mass Retail Association meeting held in early 1997, Carol Farmer of Carol Farmer Associates stated "Xers want to shop in a different kind of store. They're information-happy, but would rather be told than sold." (Litvan, 1996) According to Richard Thau, "Flashy graphics and snappy stories will not be most effective. Young people would rather have intelligently written pieces. Generation X has the media savvy to avoid being influenced by advertising." (Thau, 1996, p. 665) Karen Ritchie (1995b), author of "Marketing to Generation X," points out that commercials have been a part of Generation X's world since infancy. As a result, they are sensitised to information overload, and are critical of time wasting hype. In addition, "Generation Xers are turned off by anything that seems cliché or insincere." Therefore, golf marketers should be wary not to trick consumers into purchasing a product, as they dislike overstatement, self-importance, and hypocrisy. (Richie, 1995b)

Generation X are in a sense connoisseurs of advertising. It is therefore essential to find an advertising campaign that targets their ideals. Advertising golf to Generation X must be well thought out with carefully chosen messages. Generation X consumers are very discerning as they review and evaluate advertising messages. Richard Thau (1996) actually suggests that this background "has also brought a certain connoisseurship to their appreciation of advertising". As a result, it is likely that this generation has a greater appreciation on the whole for good advertising, and thus the right campaign could potentially influence this generation more so than any other generation. (Thau, 1996)

In trying to determine which approach works best for advertising golf to this population segment, it is interesting to note the approach recently taken by Lever Brothers and Proctor & Gamble. Much of the current broadcast advertising that is targeted at Generation X seems to have a rather harsh and extreme feel and mood to it. (Gauthier and Hansen, 1993) Recently marketers of the Ladies professional golf association (LPGA) have adopted to promote the ladies tour as a rugged and tough image. (Shoham, Kropp and Kahle, 1997)

It is likely that television and Internet advertising are the mediums that may be most effective in reaching these consumers. "Already the majority of Xers, who are correctly known as the first "video generation," value visual communications as much if not more than words." (Turco, 1996) As a result, a savvy marketer would be likely to avoid mediums that would give limited visual impressions such as radio, or black and white print advertisements. (Thau, 1996) The Internet may in fact become an invaluable tool in marketing golf to these consumers. "Generation Xers see technology as an essential tool, a shortcut to better communication and entertainment". (Pearce, 1997) A 1995 MTV survey of their prime audience - 16- to 29-year-olds - shows that a majority of Generation Xers consider the PC as necessary to their daily lives (50% of Xers on-line use email daily) more so than their TV. (Pearce, 1997) In fact, Generation X consumers are four times as likely to have purchased golfing equipment over the Internet as any other segment of the population. In short, PC and Internet usage is especially important to this generation, and with an effective and well thought out advertising campaign, the Internet could potentially be harnessed as an extremely effective tool to market golf to Xers.

Pricing and Assortment

Value and targeted product assortment are the keys to securing loyalty from the Generation X consumer. "Faced with long work hours at jobs for which they are often overeducated, and facing high levels of debt, Xers are not as free-spending as other consumers", thus emphasising X’s need for value in exchange for hard earned dollars. (Richie, 1995b) In targeting Generation X, Ray Drummond catalogues strategy is to "offer merchandise that is enduring, well-priced and attainable, with a degree of non-mainstream edge. The catalogues depict a realistic lifestyle, within reach of the average consumer." (Williams, 1998) In "Marketing to Generation X", Karen Ritchie (1995b) points out that "Generation Xers are generally well educated, and many have a substantial stash of cash, if only because many live with their parents into their late 20’s." As a result, they do represent a powerful consumer group, but will most likely frequent retail channels which best convey the ‘value for dollars spent’ message - similar to the strategies pursued by Ray Drummond Golf Australia. (Williams, 1998)

Retailers must consider the merits of a high / low pricing strategy. Furthermore Pearce (1997, p. 2) believes "the attitudes of Generation X Shoppers, Generation X consumers were 34% more likely to agree that when deciding where to shop, it is important that a store has frequent sales." Given this preference (indicated by 51% of Generation X consumers who were surveyed), one would have to question the wisdom of EDLP strategies when targeting these consumers. (Pearce, 1997) A likely outcome resulting from Generation X being the first "video generation" is their preferences for top line summaries of issues and sales pitches, rather than extensive and detailed sales pitches. Xers are accustomed to receiving information in sound bytes, and this has implications to golf retail marketers. "Xers will favour the most efficient shopping method available - be it catalogue, retail or on-line." (Pearce, 1997, p. 5) As such, in planning one’s assortment, it would be key to focus in on golfing product designs that consumers really want, rather than carry a broad based assortment simply for the sake of being able to claim a broad based market segment. The golf retailer which is best able to pre-select the products that interest Generation X - thereby reducing demand on consumers’ time, will be best positioned in terms of building long term customer loyalty from this segment.

Customer service

Perhaps the most difficult element that needs to be understood by golf retail marketers is how to interact with Generation X consumers on an individual basis. Generation X’s service preferences run contrary to many of the traditional opinions of what in fact would constitute good service. There is a "back to basics" movement among golf retailers. (Pearce, 1997) This movement stresses personal selling skills based upon greeting, asking, suggesting, and thanking the consumer. This approach is based upon the perceived need to establish a relationship with the customer that goes beyond the buyer seller relationship. However, this buyer / seller relationship in many cases is all that the Generation X consumer desires. (Litvan, 1996) Often, for basic consumer products, Generation X consumers may be suspicious of ones intent if approached by a retailer. If a company is attempting to direct sell to these consumers, they must approach the consumer with the intention of adding value for the consumer. Generation X are savvy enough to know when they are being talked down to, and when it happens, they react by withholding their dollars. (Pearce, 1997) Therefore, retailers providing value-added extras to primary products which will induce Xers to buy. Xers will tend to by a packaged deal (emanating value) as opposed to a single product.

Some golfing retailers are developing alternative methods for approaching Generation Xers. Operators of the Myer sports basement utilise a Speakeasy only approach to customers who look lost. (Litvan, 1996) Employees as the Melbourne Myer sport department believe "if customers have any questions, we’re just careful to answer those questions and not come across like we’re trying to sell them something". (Beitzel, 1998) Myer sports rationalises, there is a strong scepticism of pushy salespeople. Myer believes that the best way to position sales help is to locate them in highly visible locations, but only initiate sales help upon customer requests. (Beitzel, 1998) Sanity music stores have adopted similar strategies towards a speakeasy approach to retailing. At Sanity stores, "shoppers can use earphones to sample offerings from a menu of the latest CDs. (Litvan, 1996) In summary, Generation X consumers are turned off by pushy sales associates and hard sell approaches. The organisations that may be best positioned to service Generation X consumers are the golfing organisations which position their sales associates as information sources for shoppers.

Given Generation X’s preference relative to the sales relationship, outbound telemarketers face a particularly daunting challenge. This generation "dislikes overstatement, hypocrisy, and the assumption that anyone would want to be disturbed at home by a salesperson on the telephone. (Richie, 1995b) Golf retail marketers who choose to utilise outbound telemarketing as a part of their marketing strategy in targeting Generation X does so at their own peril. (Litvan, 1996)

Leisure Travel and Golf

Consumers’ travel demands evolve as they progress through their lives. As Xers put off marriage and children, Xers get married between 27-29 years of age compared to Boomers who marry between 22-24 years old. (Richie, 1995a) Xers have children at an average age of 27-28 years old whereas Boomers have kids between 24-25 years old - most are free to do a significant amount of travel. (Warnick, 1991) Golf marketers should be aware of Xers’ travel needs at this stage of their life cycle and perhaps offer golfing holidays.

Quality of life rather than materialism are highly valued by Generation Xers. Because Xers place a premium on their leisure time, they are heavily impacting leisure industries such as travel, entertainment and the Internet. (Pearce, 1997) Therefore golfing retailers, organisers, promoters and sponsors must redefine their distribution strategies and value propositions to appeal to Generation X. Furthermore, golfing enterprises could offer golfing holidays or competitions to entice Generation X consumers to spend.

The Internet has become the key propellant in accelerating the media clutter. The Wall Street Journal estimates already 12,000 companies in the United States are online throwing up "junk-mail, turgid company profiles, hokey product pitches and bland marketing material." (Hillgrove, 1998, p.1)

Generation X are the key receptors of information overload. As Advertising Age reports, children are increasingly exposed to TV, video, CD-ROMs and on-line computer services. According to PC Week, more and more children are logging on to the Internet, with the number of kids online likely to triple by 1998. (Hillgrove, 1998) Generation X specialist, Karen Ritchie (1995a) reaffirms interactive media is being "disproportionately adopted by Generation X," while American Demographics says new media "is to this generation what (network) television was to the older generation". To succeed in the over-congested online environment, Generation X golf campaigns need to be carefully tailored to fit the psyche of the individual. (Hillgrove, 1998)

Generation X feels overloaded with information, so one keyway of reaching them is to take the informational chaos and order it. (Hillgrove, 1998) Obvious examples of this are directories and search engines like Lycos, which catalogues 91% of the Internet, Yahoo, and Netscape Communications' InfoSeek. By organising other people's information, "InfoSeek draws an estimated 3 million people to the site per month, while Lycos and Yahoo drag in 1 million hits a month each." (Hillgrove, 1998, p. 1) Generation X, clearly want simple access to "all" the information. Advertisers can take advantage of this either by having a presence on, or steering sites that act as informational gateways for golf.

Price is another way of luring Generation Xers to a product message. (Hillgrove, 1998) Juno Online Services, for instance, offers e-mail free to consumers. The rationale is that free e-mail usage will attract a high consumer hit-rate. Brand advertisers with banner ads then cover the costs of the traffic, and pay a fee to be "in front" of computer users. Product View offers a similar service tagging every piece of e-mail with an advertiser "stamp". (Hillgrove, 1998) When e-mail is opened, another message from the advertiser appears at the bottom of the screen, offering to link the e-mail user to more information, a coupon or discount. The company intends to sign up 500,000 to 900,000 subscribers in its first year. (Hillgrove, 1998)

Online shopping malls have appeal to the market because Generation Xers always want value for money. The Internet Shopping Network, for instance, maintains a flow of 600,000 visitors a month because it under-cuts the middle man. (Hillgrove, 1998) Sony Corporation is following this price strategy with plans to sell their full product range on the Web. Any form of electronic commerce will undeniably work for Sony, because the Internet, with little to no overheads, can always offer product cheaper than retailers can. (Hillgrove, 1998)

Convenience is another drawcard for "time-poor" Generation Xers. (Hillgrove, 1998) The Supermarket Shopping Network, for instance, succeeds with the market because it takes the hassle out of routine shopping tasks. Ticketmaster is taking the same approach allowing Xers to advance book, and pay for concerts online with the click of a button, while Holiday Inn is allowing Web users to save time by directly connecting with its reservations system. (Hillgrove, 1998) Generation Xers don't want unsubstantiated hype, but crave useful, real information. Golf Australia magazine utilises the Internet to provide consumers with up-to-date information on golfing tournaments, equipment, scores, and holiday packages. (VGA, 1998)

Generation Xers feel isolated and that life is about living up to image stereotypes. Therefore, sites that create a sense of belonging have immediate appeal to the market. (Hillgrove, 1998) Generation Xers frequent the site not so much to read force-fed information, but because it's a place they can communicate with each other on an even level. Therefore, golf marketers could provide websites with chat rooms for consumers to talk to professionals on the latest technology and special offers available.

Persona marketing is another way of breaking Generation X targeted online campaigns away from the sea of online sales messages. While Generation X is immune to the sameness of advertising, allegiance to a star-figure still has high-impact. (Hillgrove, 1998) This works by using an existing celebrity like a Tiger Woods to conduct an e-chat online, or a David Leadbetter to offer fans online golfing tips.

Campaigns could also employ a "unique-generic-performer" (the underdog) to be the face of a Web-site. For example, Matthew Goggin could be used as the front-person for a golfing site targeted at Generation X. Alternatively an icon or fictional character could be created for virtual chat services that golfing members can interact with.

Any product that is the first to platform a new technological advance will have cut-through with Generation Xers for its brief honeymoon period. (Pearce, 1997) Therefore, golf retailers must stock the most technologically advanced equipment, to capture the Generation X market.

Online versions of traditional entertainment are also succeeding in wooing the market. (Hillgrove, 1998) The first key area is online gaming, which allows Generation Xers to drop their guard to product messages. Vendors are embedding ads in interactive games that can be played on the Internet to publicise company products while potential customers are having a good time playing the kind of games they usually have to buy. Recently, cyber golf championships have been staged, where keen golfers playoff for golf prizes and give aways. Contestants can either use a self-created player or play as other golfing greats. This strategy is excellent for increasing golf participation among Generation Xers, as they love competition, technology and interactivity.

The Atlanta Olympic games has sparked Web-based initiatives. Sponsors like AT&T are providing daily updates and chats with athletes. Coca Cola is supplying information to tourists, while NationsBank is using its Web-site to profile its Olympic participation and describe banking and financial services offered during the Games. (Hillgrove, 1998) Essentially, the Web-component does not operate in isolation, but provides added-value information for computer users, which is what Generation Xers love.

Direct marketing to Generation X is an effective way of personalising product messages. Rather than throwing an electronic brochure online and waiting for people to stumble upon it, Gen X addresses can be culled from Newsgroups and competitions, and then messages narrowcast to individuals that directly fit a products' profile. (Pearce, 1997)

So, how are marketers conducting online advertising campaigns? The first way is to buy links on other people's sites. According to Jupiter Communications, marketers spent $42.9 million to place banners or "links" on World Wide Web sites in 1995. AT&T alone spent $500,000 purchasing hotlinks on Web pages last year. (Hillgrove, 1998, p. 6) Purchases were mainly through two different means - either banner ads broken up into links directly to a company's Web-site, or "sidesteps" which allows a computer user to go several layers into a product message before returning to a sites "spine". (Hillgrove, 1998)

So, what prices can you expect to pay for online advertising? Search engines and directories like Netscape's Infoseek, which attract close on 3,000,000 visitors monthly, charge advertisers $40,000 a month or $13.33 per impression to be in front of an audience. (Hillgrove, 1998, p. 7) Other search tools like WebCrawler, Lycos, and Yahoo charge approximately $20,000 a month or $20 per impression. Entertainment sites like ESP Net and The Dilbert Zone charge advertisers between $15,000 and $20,000 for a month's advertising, while informational/magazine based sites like Pathfinder come in around $10,000 a month for advertisements. (Hillgrove, 1998) These search engines can be used to facilitate and drive promotional golf campaigns, acting as a vehicle for exclusivity.

It is believed the change in fashion for golf advertisements attracted generation X to take up the game. Recently on Fox News, a Gen X Golf Announcer said: "if you've been out to the links lately, you may have noticed a big change." "The game of golf is about tradition, a pastime like no other, that for years was seen as a sport for the upper crust, until now." "Meet the newest breed of golfer overtaking America's links. They're cutting-edge fashion tells you that it's no other than Generation X." (Gauthier and Hansen, 1993, p. 1)

Planet Golf co-founder J. C. Wynkoop:
"the Gen X scene is starting to take off in golf - it's a lot of surfers and snowboarders and younger guys who don't necessarily care about tradition, who just want to go out and have some fun and play the game." (Gauthier and Hansen, 1993)

"It's all in the clothing." It is believed that new innovative designs in golfing apparel have driven golf to popularity. Golf is no longer about tradition - wearing fours, a baggy cap or woollen overcoats - its now all about colour, life and excitement. (Gauthier and Hansen, 1993)

It is important not to forget the older generations when marketing golf. Although participation is escalating in the X generation, the baby boomers adamence towards golf still exceeds that of the Xers. A majority of people are now saying, "I'm sick of Tiger Woods." "Come on Freddie, you da man." Freddie Couples an experienced golfer and a well-liked American, still attracts his fair share of attention out on the course. There is still a fire burning between the two generations. The contestants can be perceived as Fred Couples, Tom Kite and Greg Norman leading the baby boomers and Tiger Woods, Justin Leonard and Ernie Ells leading generation X. This competition between young and old has driven golf into the ranks of sporting passion.

What makes Freddie Couples such a likeable character? Personal tragedy has dogged him since: a divorce, the death of his mother, the discovery that his father has leukemia and his girlfriend breast cancer, as well as the lower back pain that keeps him from playing and practicing as much as his competition.

He's 37 and losing touch with Woods, Leonard and Ernie Els as they make the case for the next generation. Couples is now renowned as the underdog, as he attempts to compete with the likes of Tiger Woods. It is his undying spirit, casualness and competitiveness, which make him such a likeable character in the golfing arena. It is essential golf marketers must utilise him as an icon and role model to the boomers. Therefore, when marketing golf Tiger woods and baby booming icons must be utilised when marketing golf, to create support.

The baby boomers cannot be forgotten as they drive the participation of golf around the world. Therefore, all generations of golf must be targeted to enhance the presence of golf around all sporting nations.

It is imperative when marketing golf to generation X that savvy marketers consider the following:

• Market products that fulfil a particular need "useful", not products that exhibit status.
• Xers hate pushy salespeople and are information happy and would rather be told than sold.
• Xers dislike overstatement, self-importance and hypocrisy as they are turned off by anything that is cliché or insincere.
• Internet and Television is most effective when advertising as they love competition, technology and interactivity.
• Value for money is imperative, as they thrive on products and services, which are enduring, well priced, attainable, with a degree of mainstream technology incorporated.
• They love the 'packaged deal' which emanates value.
• If possible developing a relationship with the customer can be most beneficial.
• Xers will use credit as they have a handy stash of cash, and are prepared to spend on the appropriate product. Ie advanced bookings, Internet purchases etc.
• "Try before you buy" strategies are very effective as samples assist Xers with their extensive buying decision process.

The Baby Boomers’ claim that Generation X has no identity is perceived as offensive by Generation Xers. Generation X is considered by many marketers as a much-maligned group. Generation X’s superior experience and adaptability is significant for golf marketers. Some golfing retailers are developing alternative methods for approaching Generation Xers. Convenience is another drawcard for "time-poor" Generation Xers. Generation Xers don't want unsubstantiated hype, but crave useful, real information. Online shopping malls have appeal to the golf market because Generation Xers always want value for money. It is important not to forget the older generations when marketing golf. Taking all these factors into consideration, a marketer will be able to market golf effectively.

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