Ross Robertson
Elea Estate in Cyprus has recently officially opened. What are the prospects for golf in Cyprus?
Visitors to Cyprus have a growing choice of courses to play, each offering the consumer a very different experience. At Eléa Estate, our vision is to create and maintain an above expectation, premium experience which runs throughout all aspects of our business; golf, food and beverage, conferencing and events. Cyprus is now building a reputation as a genuine golf destination and is fast-becoming a strong alternative to the traditional markets of Spain and Portugal.
With current economic conditions what have you had to do at Eléa Estate to successfully launch to market?
It was vital we differentiated ourselves against our competitors and created a standout brand and experience that raised the awareness of the development and gave consumers, both from overseas and in Cyprus, a sense of confidence. Through strong marketing and targeted PR, underpinned by our investment in creating Cyprus’ first signature golf course (the 18-hole course at Eléa Golf Club was designed by Sir Nick Faldo) we have created a development with exceptional levels of service and sophistication.
How important are other golf developments in Cyprus to Eléa Estate’s ongoing success?
The feedback we are receiving is that Elea is a golf club that stands alongside some of the great courses of Europe. Furthermore, we are sure those who love the game will eventually make the trip. However, when it comes to the large numbers, the country has to make sure that there are a number of quality courses for the visitor to sample because only the few will come to Cyprus just to play one golf course, so it is in our interests to see other developments on the island succeed. We are committed to working with the Cyprus Tourist Organisation to raise the profile of the island as a preferred golf destination and we are dedicated to making Cyprus a high-quality destination for golfers and individuals looking to visit or invest on the island (Eléa Estate will begin to build high-quality residences in 2011).
From what markets do you expect to attract most visitors?
The UK is a very important market for Eléa Estate, as are Germany, Holland and the countries that make up Scandinavia. Regions where there are high concentrations of active golfers who have a strong desire to travel will be a focus for our business.
What challenges face Cyprus as an emerging golf destination, compared with more developed regions such as Spain and Portugal?
Spain and Portugal have a greater number of flights but new air routes are being introduced all the time to both Larnaca and Paphos International Airport (just 5km from Eléa Estate) and this will undoubtedly help to build the attractiveness of Cyprus to the travelling golfer. All new developments face challenges, but Cyprus with its beautiful climate and rich culture is perfectly positioned to become a European destination of choice for visitors seeking a genuine, and different, alternative to the more developed, and the often overcrowded, Spanish and Portuguese markets.
Who has the greatest power to persuade consumers in their golf travel choices – the media or tour operators?
Alongside the quality of the golf course, they both have substantial powers to convince a golfer to make a booking. Undoubtedly, independent, positive media coverage is hugely influential to a development, especially in its early stages. This early media coverage can also be a very persuasive tool when influencing Tour operators to feature your product. Strong and relevant media coverage adds credibility and substantial value to what you are trying to achieve.
What is your personal outlook for the golf travel market for 2011?
Of course, it will be challenging, but for developments that have strong plans, backed by a product that delivers the kind of experience visitors expect, there are real opportunities. At Eléa Estate, our aim for every customer is to give them a positive, memorable and above-expectation experience at all times. In these challenging economic times, everyone expects ‘value’ and we are committed to giving every customer a refined, relaxed and personal level of service they consider to be very high value.
You have opened a number of top quality and successful golf businesses throughout Europe. What is your ethos and strategy in turning a development into a successful business?
First of all you have to conduct relaible market research and then be smart in the long term positioning of the product in the market place. Then you have to be realistic: no egos, no impossible dreams and good financial planning, especially years 1 through 7. Being sure in my own mind that the business will be sustainable for a number of years will permit all involved to believe in the quality of the product. In other words, employees, suppliers and guests should all have a stake, whether financial or emotional. Furthermore, most golfers are smart and, like me, love the game and all that it stands for, and if I can develop that culture alongside a great course, wonderful and friendly staff
and a commitment to staying true to the spirit of the game then the long term objectives are much easier to achieve than a business only intent on turning over numbers, filling hotel rooms and treating golfers without respect.
