Case Study: Teesnap
Changing the Face of Golf Course Management for One of the Nation’s Largest Travel Companies
Helping Teesnap, an Allegiant Travel Subsidiary, craft a brand experience and strategy while ensuring product development best practices.
Like most sports, many of golf’s satisfying moments happen beyond the scorecard: The beautiful weather, the gratifying snap of a good swing, the friendly conversation that happens between holes all join together to create an experience that is uniquely golf. It’s what entices many to pick up clubs, novices to push forward, and pros to evolve the sport.
However, as golf continues to increase in popularity and evolve, so do the needs and expectations of players. On the opposite end of the spectrum, golf course managers are faced with challenges as well: How can management understand the crossroads between courses and participants? How can they find ways to make the overall experience better? How can this system become operationally efficient as courses close with the aging of baby boomers? How can golf course managers predict the future of an ever-evolving sport?
Amidst all this change, Teesnap—an Allegiant Travel subsidiary that specializes in golf course management—transformed legacy systems while preserving the legacy of the game. As a product, Teesnap has a barrage of functions: It’s a point-of-sale system, an intuitive food and beverage system, a reporting and email campaign-generating tool, and more. The burning question at the time: How can a small, scrappy start-up backed by an industry leader manage to scale in a timely, but sustainable manner?
Facing stiff competition from other golf course management software providers like foreUP! and GolfNow, Allegiant’s CEO, Maury Gallagher, approached Josh Stanley, VP of Product at RevUnit*, and introduced him to Bryan Lord—CEO and founder of Teesnap—in 2015 to guide the product’s development from an initial beta application to a fully-fledged, robust technology ecosystem. The goal was to standardize the design of the application and establish a set of principles that would unify the experience across every touchpoint—mobile, web, desktop, print, and beyond. As the relationship matured, the RevUnit team saw multiple ways to help better prepare Teesnap for its accelerated growth. A key strategic offering was the creation of a brand strategy and marketing toolkit that helped the CEO communicate his vision to produce a brand bible as they prepared to scale.
At the outset, Teesnap was the golf course management software of choice for only 8 courses, and the goal was to add to that number. By the end of RevUnit’s engagement in mid-2017, that number surged to an impressive 250 courses—a 3025% increase from the initial number.
RevUnit began with an extensive roadmap audit that included analyses of target markets, competitors, and product-market fit to find Teesnap’s place—internally and externally.
This involved dissecting the brand’s intent at the granular level, mapping-out how it stacks up against the competition, and creating a roadmap for the team to follow. This three-month discovery period brought in a barrage of learnings on both ends—the biggest of which included the discrepancies between idea guy and product team—all while building a strategic partnership between RevUnit and Teesnap.
After the discovery period, RevUnit began integrating the roadmap in a process improvement phase. The six month period saw both parties working together by taking action and applying learnings according to the roadmap audit. This included breaking down the development process into themes that revolve around groups of features rather than stories.
Process improvement touched on virtually every facet at Teesnap, such as design, marketing, finances, and the delivery cycle. RevUnit brought in its Design team to help serve in a close-capacity. The team was challenged with translating the CEO’s vision to executable design strategy and application uniformity. As a response, Design created consistent design patterns and crafted a pattern library for the application and its numerous touchpoints.
When it comes to marketing and brand strategy, RevUnit did growth hacking-style work around squeeze pages to test messaging, and produced marketing materials, brand strategy, application designs, and more. RevUnit also spearheaded email marketing to maximize conversions.
On the finance side, RevUnit served as a coach and usher—walking Teesnap through various financial models and executive coaching, and iterating around what would resonate with their audience — supporting the B2B sales cycle.
Finally, RevUnit modified Teesnap’s delivery cycle into “release trains,” allowing users to communicate with others via a user-to-user feedback loop, and creating a sales-to-development plan that aligned the entire company with Teesnap’s functions and goals.
Once the processes were improved and solidified, RevUnit ushered Teesnap into a three-month evolution phase. The goal during this time was to refine the processes set out during the previous phase and create a lasting model for Teesnap to use in further iterations of the software. Stage three also included allocation adjustment, and it set the precedent for an efficient maintenance/feature-division to keep teams focused while streamlining the product development cycle. RevUnit also prepared the product for scalability by improving the overall experience, making it easier for golf course employees to do their jobs.
Conclusion – In eighteen months, RevUnit was able to help grow the number of courses that use Teesnap by 3025%—serving 250 courses by the end of its tenure. Furthermore; the company also left behind an evolving best practices guide to help Teesnap to continue to scale.Want to Work With RevUnit?