Share

Re-branding for Growth

Bent Creek

Building a brand of outstanding golf experiences.

People who regularly played NE Florida courses in the early 90’s called Bent Creek a “hidden gem”.  The 6600 par 71 requires accuracy from the serious golfer and a little more practice for average players. The low greens fees, plus the scenic yet challenging layout drew locals and visitors alike. Over time, Bent Creek needed new ideas, and to city leaders, that meant new management.  Enter Billy Casper Golf.

The first order of business: Re-branding the course with a new name – from Golf Club of Jacksonville to Bent Creek – calling attention to the winding creek that is the trademark of the course.

  • BCG’s Agronomy Team went to work to present a more manicured look to the Bermuda grass greens and plush fairways. Within a short period of time, Bent Creek qualified as a certified Audubon Cooperative Sanctuary.
  • A re-freshened state-of-the-art lighted practice facility and the Bent Creek Golf Academy provide an attractive draw for day trippers from the Jacksonville/Ponte Vedra resorts, and for those from further away who are serious about improving their game. 
  • Every employee, existing and new, goes through Billy Casper Golf’s proprietary ACE the Guest Experience™ training program. ACE™ ensures that golfers find a very helpful and friendly staff.
  • A stronger sales approach for outings and events brings more visitors to the course, increasing revenue.
  • An aggressive marketing team from Billy Casper Golf helps grow the bottom line.
  • Implementation of player development programs for Juniors and Women offers locals a way to play for the best value.
  • A new Player's Pass offers locals a great value every time they play.
  • BCG invests capital annually to continually improve the product.

20% Annual Revenue Increase 

Bent Creek

Now BCG-managed, the facility provides golfers an outstanding golf experience, including a well maintained course, fully-stocked golf shop, full practice facility, bar and grill with value-priced menus, on-course beverage service and halfway house, outing and banquet operations.

The immediate improvement to financial results in the first year of BCG management was impressive; the facility experienced a 20% revenue increase Each year, peaking and consistently maintaining a 50% improvement since BCG's involvement.