Enhancing the Quality of Golf Course Operations and Expanding Health and Social Connection Initiatives

「In the golf operations business, performance remained firm due in part to the impact of air-conditioned carts introduced as a measure against extreme summer heat, as well as strong membership-rights sales. By upgrading courses and clubhouses and strengthening hospitality, the company worked to improve overall golf-course quality, resulting in visitor numbers and average spending per customer exceeding the previous year.」

「コース・クラブハウスの上質化、ホスピタリティの強化などプレー環境の改善に向けた施策を重点的に実施したことで、来場者数及び客単価は前年を上回りました。」

「In the golf operations business, performance remained firm due in part to the impact of air-conditioned carts introduced as a measure against extreme summer heat, as well as strong membership-rights sales. By upgrading courses and clubhouses and strengthening hospitality, the company worked to improve overall golf-course quality, resulting in visitor numbers and average spending per customer exceeding the previous year.」

「The company operates 18 courses nationwide, including partner courses, using operating styles tailored to customer needs and the characteristics of each golf course. It seeks to build golf-course brands by upgrading course quality, improving customer service, renovating facilities and providing good food.」

「The company implemented measures to differentiate itself from competitors, including improving course quality and customer service, renovating clubhouses and providing good food, resulting in higher average spending per customer and overall review ratings.」

「The company advanced new initiatives to extend the playing lives of golfers with the baby-boomer generation in mind and to meet growing demand from inbound golfers.」

「In the golf operations business, sales exceeded the previous year due to the addition of 4 new golf courses (Kansai CC, Miki Yokawa CC, Mochizuki Resol GC and Arita Resol GC) and strong golf membership-rights sales. The company also made a strategic acquisition to expand the business and began operating Iruma Country Club as a new Resol Group golf course on 31 August.」

「In the golf operations business, the addition of 4 new golf courses (Kansai CC, Miki Yokawa CC, Mochizuki Resol GC and Arita Resol GC) resulted in total visitor numbers and average spending per customer exceeding the previous year. Golf membership-rights sales also remained strong.」

「In the golf operations business, sales improved following the introduction of a system that varies the price per round according to demand, while visitor numbers at courses with accommodation facilities also remained strong due to Nationwide Travel Assistance and increased tourism demand.」

「As part of its Fairway Front Villa business, a detached-house concept that combines privacy and openness at a golf course, the company strengthened sales of the Golf Vacation Club at Spa & Golf Resort Kuji and promoted the new business for future expansion to group courses, including Setouchi Golf Resort.」

「Through various member initiatives, membership in Resol Card G exceeded 150,000 and LINE registrations also exceeded 20,000, leading to stable customer acquisition through repeat visits.」

「In the golf operations business, demand for golf as an outdoor sport that avoids close contact remained firm, and visitor numbers, centered on individual customers, began to recover. While thoroughly creating a safe and secure environment, the company offered planned services aimed at expanding membership in “Resol Card G,” which can be used across the group’s facilities, and increasing member repeat rates. Performance at Kisarazu Higashi Country Club, which had newly begun operations, also remained strong.」

「As new playing styles suited to customer needs in the “With-COVID” environment, the company proposed not only continuous play but also solo play (SOLO-GOLF) and a “Walking Plan” focused on walking for health maintenance on the golf course.」

「In the golf operations business, individual customer acquisition and sales performed well, supported by attention to outdoor sports and collaboration with accommodation and food-service operations using initiatives related to the Go To Travel campaign. The company also strengthened event planning for “Resol Card G” members, which can be used across the group’s facilities, resulting in a higher proportion of visits by members.」

「In the golf operations business, the company thoroughly provided a safe and secure environment, offered playing styles that avoid the “3 Cs,” and undertook initiatives related to the Go To Travel campaign. It also worked to expand membership in the “Resol Card G” program, which can be used across the group’s facilities, and held events aimed at increasing member repeat visits.」

「In the golf operations business, the company thoroughly provided a safe and secure environment and offered playing styles that avoid the “3 Cs.” It also worked to expand membership in the “Resol Card G” program, which can be used across the group’s facilities, and held events aimed at increasing member repeat visits.」

「While responding to customer needs through 4 operating styles tailored to different situations—“Premium,” “Country Club,” “Casual” and “Resort Course”—the premium Chukyo Golf Club Ishino Course and golf resorts with accommodation facilities maintained strong performance.」

「As demand for golf resorts with accommodation facilities has grown in recent years, the company will rebuild its golf operations business by focusing on golf resorts and taking other measures.」

「In the golf operating business, we responded to customer needs through four operating styles suited to different situations: “Premium,” “Country Club,” “Casual” and “Resort Course.” As measures to improve member services, we worked to attract more customers by expanding membership in “Resol Card G,” which can be used across Group facilities, and increasing the member repeat rate.」

「In the golf operating business, we responded to customer needs through four operating styles suited to different situations: “Premium,” “Country Club,” “Casual” and “Resort Course.” As measures to improve member services, we worked to attract more customers by expanding membership in “Resol Card G,” which can be used across Group facilities, and increasing the member repeat rate.」

「The company has achieved both small-scale operations and reasonable pricing, earning even higher evaluations from customers.」

「In the golf operations business, the company began introducing automated payment machines that combine unmanned reception with the awarding and redemption of points to improve customer convenience. It also undertook initiatives such as “First Golf Lesson” for beginners to attract a broad range of users to its golf courses.」

「In the golf operations business, the company undertook initiatives such as “First Golf Lesson” for beginners to attract a broader range of users.」

「The company further developed “Enjoy! Golf,” which proposes a new golf style, and redesigned Minami-Tochigi Golf Club in July of the previous year.」

「The company worked to provide new services, including reopening Minami-Tochigi Golf Club in a redesigned format to improve customer satisfaction through better value for money, while strengthening its banquet business, which proposes ways to enjoy the facilities beyond golf, to increase general use of its restaurants and strengthen customer acquisition.」

「In the golf operations business, the company expanded its products and health-event planning under the themes of “Health and Connections” and sought to improve satisfaction. At Minami-Tochigi Golf Club (Tochigi Prefecture), it also worked to promote “Enjoy! Golf,” a new golf style focused on playing golf that offers reasonably priced, comfortable spaces and simple services that make it easy for beginners to start playing and allow players to enjoy it repeatedly, while strengthening customer acquisition.」

「In the golf operations business, the company expanded its products and health-event planning under the themes of “Health and Connections” and sought to improve satisfaction, resulting in visitor numbers exceeding the previous year. At Minami-Tochigi Golf Club (Tochigi Prefecture), it also worked to promote “Enjoy! Golf,” which provides a comfortable space and simple services that make it easy for beginners to start playing golf and allow players to enjoy it repeatedly, as a new golf style focused on playing golf, while strengthening customer acquisition.」

「In particular, as one of its environmentally friendly health events, the company held the “From One Step to One Tree” campaign, under which trees are planted according to the total number of steps taken by golfers. A total of 23,000 people participated, achieving 340 million steps in total. The company plans to plant 300 trees using donations from the campaign. As a new initiative, it launched “Enjoy! Golf” in March this year as a new golf-style concept focused on playing golf. The clubhouse was also renovated to provide a comfortable space and simple services that make it easy for beginners to start playing golf and allow players to enjoy it repeatedly.」

「By expanding product planning and health-event planning under the themes of “Health and Connections” and seeking to improve satisfaction, visitor numbers exceeded the previous year.」

「By expanding product planning and health-event planning under the themes of “Health and Connections” and seeking to improve satisfaction, visitor numbers grew steadily and exceeded the previous year.」

「We thoroughly implemented “all-season high quality” to maintain good course conditions, expanded product planning and health-event planning focused on “health and connection,” and worked to improve satisfaction」