How Gardn got EcoBunker out of the price war - and back into the game

EcoBunker had a problem - not with its product, but with how the market saw it.

Their synthetic golf bunkers were the real deal: patented, engineered to last, and backed by a team that included ex-pro golfers and the product’s original inventor. But in an industry where bunker products looked similar from the outside, that expertise didn’t always translate into sales.

Meanwhile, a fast-moving competitor was gaining ground. Their product was close enough - and they were winning on price. Lower-cost crews, lighter guarantees, leaner overheads.

EcoBunker couldn’t match them pound for pound.

It had become a race to the bottom. And EcoBunker didn’t want to win it.

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Step One: Change the basis of competition

When Gardn joined, the focus wasn’t pricing. It was the conversation itself.

The question wasn’t: how do we sell this cheaper?
It became: why are we in the same race?

EcoBunker’s advantage wasn’t just the bunker. It was the thinking behind it.

They understood how bunkers play, drain, and shape the course. They didn’t just install bunkers - they improved courses.

That shifted the sales approach entirely.

Instead of pitching product, the team could lead with expertise. Conversations became more consultative. Prospects re-engaged. And the sales team had a narrative they could actually believe in.

Gardn rebuilt the sales materials around that idea - not as product brochures, but as tools to start peer-to-peer conversations grounded in insight.

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Step Two: Make expertise visible

The next step was to show that expertise in action.

That became the Great British Bunker Study.

EcoBunker selected 50 golf courses across the UK and offered expert-led bunker audits. Crucially, these weren’t given away - courses had to apply, creating scarcity and credibility.

Once the initial slots filled, others could pay to take part.

The study gave the sales team a clear, valuable way into conversations - and created a body of insight they could use across every prospect interaction.

Step Three: Add credibility and reach

To strengthen the positioning, EcoBunker partnered with BIGGA.

This turned the study from a campaign into something industry-recognised. It wasn’t a sales tool - it was an assessment backed by the people who know greenkeeping best.

The partnership extended into newsletters, events, and ongoing visibility within the industry.

At the same time, Medi8 helped amplify the message across PR, digital and social channels - turning the study into a sustained conversation rather than a one-off initiative.

Step Four: Align the business behind the strategy

The repositioning exposed a deeper issue.

EcoBunker was operating as both a product business and a construction company - carrying high fixed costs and operational complexity.

Gardn recommended a shift.

Focus on the product. Scale the expertise. Outsource construction.

The result was a leaner, more scalable business - better positioned for growth and far more attractive to future investors.

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Outcome

The Great British Bunker Study didn’t just reposition EcoBunker. It changed how they sold.

They stopped competing on price and started leading with value.

Sales conversations became easier. Differentiation became clear. And instead of chasing work, they were invited in to talk strategy.

Because when you lead with insight, not product, you don’t just win the deal.

You change the conversation entirely.

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