The Study On Marketing Management Of Huake International Golf Club

China's annual GDP growth rate is still high, its consumption of luxury goods is increasing quickly beyond the global financial crisis, even surpass several developed countries. At the same time, golf returns to Olympic Games which is an excellent opportunity for its development. But in China the golf clubs'operation is not very good, most of the clubs cannot make ends meet, which is opposite to the trends of luxurygoods consumption. The reason why this happens mostly lies in poor management and marketing of the club management. Meanwhile, the short time entering China, the immature development and lack of experts, are also relevant.Based on the literature, websites and reference books, author writes about the golf's origin and current status of Chinese and foreign golf club, especially the main problems of Chinese golf club. The marketing management theory, membership marketing theory and luxury marketing theory are used to analyze the Huake International Golf Club, Taking the background of the golf development of Beijing as the starting point, studying it from the market environment, market segmentation, target market and market positioning,then illustrating the golf club on such aspects like product, price, channel, promotion, brand building, management and organizational structure and management of the club,customer service, and finally concluded the problems of Huake and made suggestions for the future development of golf club.The suggestions are as follows.First the club should make overall planning and uniform the design and logos and clothing for the worker to create a whole good image;To improve the club's regional brand strength and even the influence in our country and the world, they should fully and effectively implement the positioning measures and strive to become the memebers'private home, the company's home, and thoughts-exchange center for businessmen. To create a distinctive culture by holding rich and creative membership activities and physical display of the golf facilities, as well as representatives of the historic golf club, and related items and symbols; To enhance the impact of the club through membership activities, large-scale events, advertising and sponsorship; To increase the income by special core product promotion, product re-innovation, appreciation of the value of membership card and promote the full use of operating facilities; To adjust marketing organizational structure and strengthen the organization management timely, expand and deepen marketing channels; To make customer relationship and service management refined, specialized and standardized; To invite appropriate celebrity to endorse and strengthen the club's social responsibility. Second, to build a process model for golf club marketing management, from the macro environment, market environment analysis to the target market selection, the club's positioning, and specific marketing mix and management strategies. Finally, the author also made some suggestions to the government who played an important role in golf development.