Month: March 2019

Hiring Staff with Staying Power

Date:

Sourcing high quality staff who are in it for the long run is a challenge for all clubs, not least those situated in rural areas. GGA’s George Pinches demonstrates how putting in the hard yards at the point of search can produce the people you are looking for.

1. Talk to us about the current hiring landscape for clubs. Is high staff turnover still an issue?

Staff turnover remains an ever-present burden clubs have to face. One which is costly in both monetary and non-monetary terms.

The difficulty for clubs is the complex nature of the reasons behind the hiring challenges, ranging from:

Economic forces – When recruiting and retaining both management and staff, clubs often come up against macro-economic issues that are beyond the scope of the club to address

Cost of living – In many markets, the high cost of living limits the available staff within the club’s catchment area

Geography – Location and commute-time constraints can often lead to prospective employees seeking out a more practical job opportunity

So, the landscape can be challenging both for the club and for prospective or current employees, with only some of these variables within the club’s control.

2. What issues does this create in relation to morale and sense of identity within a club?

Private clubs are the ultimate in repeat business, so members want to know staff on such a level that staff know their preferences without even needing to ask.

Consistency and recognition are very important aspects of the club experience, and this is greatly hampered by a constant change in club personnel at every level. Managers often find themselves in a position of needing to start from scratch each season – losing the staff morale and good will built up over time.

Retaining club professionals and instructional staff is critical due to the personal nature of their interaction with members and their children. They are a great ‘unifier’ in the club environment across members, staff and the board, and the continuity in these roles is of paramount importance to the mood of the club at any one time.

3. How can clubs experiencing prolonged high staff turnover get themselves out of this cycle? What do they need to do differently?

They can pay attention to the local market and strive to be an employer of choice. While compensation is important, many other factors impact recruitment and retention.

In terms of taking practical steps, start by investing in the current management and staff. Professional development is a key component, regardless of whether an employee eventually leaves. Many private clubs become a sought-after employer because of the people they have produced within that sector.

Second, just as the club uses a member survey to gauge member satisfaction and obtain specific information that is useful in planning, engaging staff through a survey can be just as enlightening. Management, and to a much lesser extent the board, need to hear from the silent majority to understand which initiatives lead to less turnover.

The use of data-driven decision making is just as critical in Human Resource Management as it is in other aspects of club leadership.

4. How much can a robust structure and process help in all of this?

Recruitment and selection must be a structured process. Clubs must take the time to establish well-defined search criteria which clearly reflects the knowledge and experience you seek.

When recruiting for core positions, avoid short-term thinking and think carefully about emerging trends and the skillset you need to face the challenges of the future.

Retention, at the most senior level, involves setting clear expectations in writing with a well-defined monitoring and performance appraisal policy in place. Typically, Boards want accountability, measurable results and consistent results within the club’s unique history, vision, and culture. GM/COO’s want clear expectations in writing, and for their results to be regularly monitored and evaluated.

5. Are there certain measures a club can take to help identify the types of individuals they are looking for? More importantly, the ones who will help achieve a greater level of continuity within the club?

Clubs benefit from attracting and retaining individuals who have decided to make the club industry their career path, individuals who envisage a time when they are leading their own club and are keen to learn and develop. There is always a risk that you will lose that “rising star”, but they will often return when the opportunity presents itself.

How do you find these individuals? Predictive Personality Testing is one tool which helps augment the search process to isolate those with the best behavioral and cognitive fit for your club, later confirmed through a more traditional interview process.

Referrals are another tool for attracting, sourcing and retaining managers and staff. GM/COO’s who are active and networking in the club industry develop a deeper and wider connection with their peers, which can pave the way for referrals and approaches from prospective employees.

Any tactics you deploy in your search will be underpinned by one fundamental component: reputation. The reputation of your club, both from a staff or member perspective will either attract or put off prospective employees. So, think about the influence of online reviews, social media, and other outlets where people are expressing an opinion about your club. Address just criticism through investigation and resolution – this will clearly demonstrate your duty to the club’s stakeholders, build a positive reputation, and appeal to prospective employees who are in it for the long haul.

This article was authored by GGA Director and Club Governance expert George Pinches.

Embedding a Culture of Progression and Longevity Among Board Members

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Each new set of Board members are faced with the same conundrum: the desire to achieve things and make a difference, but only a limited term with which to do it. The answer to this issue, is to instill a sense of mission and to focus the attention of Board members on longer term issues. GGA’s Rob Hill delivers the key insights.

Formulate a proper orientation

Every board, just like a club, has its own culture which is defined by its traditions and practices, and every new board member deserves a focused introduction to this culture if they are to be expected to adapt and contribute from the outset of their term.

Orientations vary greatly, but no matter the approach, they offer an extraordinary opportunity to focus new and existing members on the club’s vision, mission and the long-term strategic business priorities of the board.

It’s also the ideal environment to emphasize the progress made by the club and immediate actions to be undertaken, both of which underline the responsibility the board holds: to advance a plan, to make meaningful progress, and for this be aligned to an overarching strategy so that there is continuity of effort.

This sense of collective effort – of accountability, of building on the work of others, of advancing a plan closer to its successful conclusion ­– is often inspiring for new board members.

Focus on the future

Clubs traditionally start meetings with minutes and committee reports that contain minutiae and operational items that are reflective of what has already happened, but ideally a Board should be focused on strategy (the future) and policy.

Everyone (Boards and GM’s) would rather spend their time on the concrete things and events that they can touch and feel, rather than the conceptual – strategy and planning.

You have to challenge these instincts using a “Consent Agenda”. Effectively, the Hon Sec and Club Manager should carefully plan not only the details of the agenda, but, crucially, the order too, in order to keep strategy at the forefront of Board business.

It takes several meetings and a commitment up front, but over time it helps to shift the emphasis toward the future.

Face resistance with facts

Should a Board successfully navigate the strategic planning process and adopt a long-term plan, it should not make the mistake in thinking that the hard work is over, or that all of its future members will support it without question.

It is common for plans to be questioned and tested. After all, if Board Members are to be tasked with the implementation of a plan, it is only right that they can challenge elements they doubt. Board governance is most successful when Members ask the right questions, put forth new ideas and challenges, and continually refresh and renew the Club’s goals.

Where a Board Member is strongly resistant to elements or the entirety of a strategic plan, this is often the result of either: a belief or conviction based on their experience, or a feeling that a plan only serves as a straitjacket which prevents them from imposing their own will on the Club.

In such an instance it is important that facts are established. That way, any questions of validity or appropriateness are based on evidence rather than purely belief or emotion. Board Members can passionately state a personal position in opposition to components of a plan, but they should be expected to support their positions with facts.

Foster a shared vision

 A strategic plan is certainly a powerful tool for facilitating continuity of tenure. However, it should never be considered a silver bullet. A strategic plan, no matter how good it is, will not cure all ills.

Long-term success requires alignment of the entire club. Only when the board, executive leadership, committees, members and staff are fully aligned behind a shared vision, when you consistently communicate your successes and progress, when the entire club believes in and sees the positive impact of strategy does real momentum build. Indeed, over time, this becomes integral to the fabric of the club’s culture. It becomes a habit.

Key takeaways

  1. A Board orientation is a powerful tool for maintaining continuity and momentum. It is a matter of educating volunteer leaders on the mechanics of the Club, the responsibilities they have toward it, how the Board functions, and, importantly, the strategic goals and actions toward which the Board is working.
  2. It takes determined and committed leadership to keep a Board focused on the Club’s future rather than obsessing on the past. Tools such as a consent agenda can support this focus, as will enlisting the strategic action plan as the central focus of each Board meeting.
  3. Successful plans are built on intelligence and facts. This not only makes them more likely to succeed, but will protect them from those who are resistant to change.

This article was authored by GGA Partner Rob Hill.

2019 Millennial Golf Industry Survey Findings – Part 4

Date:

In ongoing research collaboration with Millennial golfer organization Nextgengolf, GGA recently updated its study of the habits, attitudes, and preferences of Millennial golfers.  The 2019 study brings forward survey findings from over 1,400 Millennial golfers and builds upon research conducted in 2017 and 2018.

This is the fourth installment of a multi-part series of infographics to feature the latest Millennial golfer feedback. Part 4, below, takes a look at the facility preferences of low-handicap Millennial golfers, their willingness to pay private club fees, and suggests ways clubs can look to attract them as members.

See previous installments here: Part 1, Part 2, Part 3 and look for new installments to be released in the coming weeks.

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Research Overview

In many clubs today, the long-held expectations and perceptions of existing, ageing members are at odds with the entirely different needs and expectations of a new wave of younger, more casual members.  The challenge for clubs?  To create an environment which not only appeals to the new wave, but where members of all types can coexist.

Research findings highlight how golf clubs can adapt and develop their offerings to meet the needs of the next generation of members and customers.  The goal is to provide valuable insights about Millennial golfers, the challenges they face, and the opportunities for clubs to help support the long-term sustainability of the game and the industry as a whole.

Background

As the leading entity for team-based golf in the United States, Nextgengolf connects Millennials to golf and supports the success of their game while GGA specializes in solution engineering and problem solving for golf-related businesses.  A fusion of GGA’s 27-year history of private club research and Nextgengolf’s connection to young golfers afforded the unique opportunity to study a highly valuable Millennial audience.

The survey sample focused exclusively on a sample audience of active, avid Millennial golfers with prior golf interest and experience in tournaments or golf events.  To date, more than 3,600 survey responses have been analyzed during the three-year research study.

Thank you to the Club Management Association of America (CMAA) for the support that makes this research possible.

2019 Millennial Golf Industry Survey Findings – Part 3

Date:

In ongoing research collaboration with Millennial golfer organization Nextgengolf, GGA recently updated its study of the habits, attitudes, and preferences of Millennial golfers.  The 2019 study brings forward survey findings from over 1,400 Millennial golfers and builds upon research conducted in 2017 and 2018.

This is the second installment of a multi-part series of infographics to feature the latest Millennial golfer feedback.  Part 1 focused on the demographics of respondents and their exposure to the game.  Part 2 summarized the reasons why Millennials play golf and explored what will trigger them to join a private club. Part 3, below, considers barriers deterring Millennials from joining private clubs and looks at their tolerance to pay annual dues and joining fees.

Keep an eye out for new installments to be released in the coming weeks.

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Research Overview

In many clubs today, the long-held expectations and perceptions of existing, ageing members are at odds with the entirely different needs and expectations of a new wave of younger, more casual members.  The challenge for clubs?  To create an environment which not only appeals to the new wave, but where members of all types can coexist.

Research findings highlight how golf clubs can adapt and develop their offerings to meet the needs of the next generation of members and customers.  The goal is to provide valuable insights about Millennial golfers, the challenges they face, and the opportunities for clubs to help support the long-term sustainability of the game and the industry as a whole.

Background

As the leading entity for team-based golf in the United States, Nextgengolf connects Millennials to golf and supports the success of their game while GGA specializes in solution engineering and problem solving for golf-related businesses.  A fusion of GGA’s 27-year history of private club research and Nextgengolf’s connection to young golfers afforded the unique opportunity to study a highly valuable Millennial audience.

The survey sample focused exclusively on a sample audience of active, avid Millennial golfers with prior golf interest and experience in tournaments or golf events.  To date, more than 3,600 survey responses have been analyzed during the three-year research study.

Thank you to the Club Management Association of America (CMAA) for the support that makes this research possible.

Gauging the Impact of Private Club Trends: 2019 Update

Date:

In its recent research collaboration with Michael Leemhuis, a change leader and manager extraordinaire, GGA executed its 2019 attitudinal survey of club managers and thought-leaders.  Since its inception, the study has been repeated every three years to monitor, measure, and update the evolution of trends which are having the most significant impact on private clubs.

Read about top line trends and download the summary whitepaper below.

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This research whitepaper was developed by Global Golf Advisors in a continuation of insights pioneered by GGA Director Fred Laughlin and Michael Leemhuis, Managing Director of The Collection Clubs. 

Staying Sharp

Date:

In his business leadership bestseller, “The 7 Habits of Highly Effective People,” Stephen Covey talks about the need to balance productivity and effectiveness in order to maximize potential.  The most successful leaders maintain their personal equilibrium, Covey says, by staying sharp through an ongoing process of personal change and improvement.  He likens the lifelong journey to “sharpening the saw,” which he says needs to happen across four dimensions: physical, spiritual, mental and social/emotional.

Staying sharp is a disciplined process that takes shape over a period of time.  For anyone who wants to develop a plan for self-improvement, increasing motivation and creativity will be critical.  Here are some ideas that may help:

  • Rest your mind.  Diverting one’s attention from the problems of the day and, especially, work-related problems, invigorates the mind for expanded innovation and problem-solving.  A rested mind improves your memory and your mood.  A rested mind also empowers self-knowledge for those already skilled in their jobs.  Self-knowledge helps us be receptive to talking about other people’s problems, needs and expectations.  Improving self-knowledge helps managers learn from their mistakes and deal effectively with criticism and feedback.
  • Manage your time.  Leaders skilled in time management use their time effectively and efficiently, which allows them to focus efforts on priorities.  They are less likely to be overwhelmed by the wide assortment of challenges and demands in their jobs.  Effective time managers can address a broader range of activities and delegate with greater clarity because they recognize a start and stop to discussions, tasks and problems.

On the other hand, managers who are unskilled in time management are disorganized and wasteful of time and other important resources.  They tend to drift from problem to problem, leaving co-workers confused about priorities.  The resulting inefficiency only seems to grow with time.

  • Pursue work/life balance.  In a servant-leadership capacity, balance is sometimes fleeting because we’re always putting the needs of others before our own.  Nevertheless, pursuing balance between the professional and the personal is critical to effectiveness in each.  This balance is a direct result of taking time to sharpen the saw; it prevents leaders from becoming one-dimensional and fully capable.

Normally one is considered to be out-of-balance when he or she overdoes one at the harmful expense of the other.  At one end, workaholics seem to find never-ending demands for working while those lacking balance place greater emphasis on on-the-job fun and activities at the expense of effective professional conduct.  A clear signal of being out of whack is the inability to address priorities on either side of the balance point.

Bringing harmony to your four-dimensional needs – physical, spiritual, mental and social/emotional – helps managers be more productive and fulfilled in their lives.  Covey says it’s often a matter of working smarter rather than working harder.  Here are a handful of activities to consider while sharpening your own saw:

  • Invest time and energy into learning.  Learn a new language or how to play a new instrument.  It is difficult to worry about problems at work when your mind is at work learning.
  • Read about the lives of great leaders and the challenges they overcame to reach their potential.  We’re inspired by the trials and perseverance of others, which have a way of making our challenges a little less daunting.
  • Travel to a new city, region or country.  Travel provides a literal and figurative escape that often clears our minds and brings new perspectives to problems and challenges.

Finding balance not only takes time to sharpen our saws, it also takes a plan.  We can all learn from one of the great woodcutters in history, Abraham Lincoln, who said, “If I had six hours to chop down a tree, I’d spend the first four hours sharpening the axe.”

This piece was authored by GGA Partner Henry DeLozier for Golf Course Industry Magazine.

2019 Millennial Golf Industry Survey Findings – Part 2

Date:

In ongoing research collaboration with Millennial golfer organization Nextgengolf, GGA recently updated its study of the habits, attitudes, and preferences of Millennial golfers.  The 2019 study brings forward survey findings from over 1,400 Millennial golfers and builds upon research conducted in 2017 and 2018.

This is the second installment of a multi-part series of infographics to feature the latest Millennial golfer feedback.  Part 1 focused on the demographics of respondents and their exposure to the game while Part 2, below, summarizes the reasons why Millennials play golf and explores what will trigger them to join a private club.

Keep an eye out for new installments to be released in the coming weeks.

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Research Overview

In many clubs today, the long-held expectations and perceptions of existing, ageing members are at odds with the entirely different needs and expectations of a new wave of younger, more casual members.  The challenge for clubs?  To create an environment which not only appeals to the new wave, but where members of all types can coexist.

Research findings highlight how golf clubs can adapt and develop their offerings to meet the needs of the next generation of members and customers.  The goal is to provide valuable insights about Millennial golfers, the challenges they face, and the opportunities for clubs to help support the long-term sustainability of the game and the industry as a whole.

Background

As the leading entity for team-based golf in the United States, Nextgengolf connects Millennials to golf and supports the success of their game while GGA specializes in solution engineering and problem solving for golf-related businesses.  A fusion of GGA’s 27-year history of private club research and Nextgengolf’s connection to young golfers afforded the unique opportunity to study a highly valuable Millennial audience.

The survey sample focused exclusively on a sample audience of active, avid Millennial golfers with prior golf interest and experience in tournaments or golf events.  To date, more than 3,600 survey responses have been analyzed during the three-year research study.

Thank you to the Club Management Association of America (CMAA) for the support that makes this research possible.

Season Proofing Your Club

Date:

For clubs facing seasonal challenges, maintaining member engagement year-round can be challenging. GGA’s Stephen Johnston provides insights on how to keep members connected to your club – whatever the weather.

Risk. This is the first word that comes to mind for clubs poorly positioned to appeal to existing or prospective members during the off-season.

Increasingly, we are witnessing a changing demand landscape. Prospective members are looking for a club to engage with year-round, one that provides and prioritizes the amenities and programs to support this desire. At the same time, existing members are assessing the value of their membership in the context of how often they visit or engage with their club. If their relationship is closely associated with seasonality, leading to them becoming disconnected during the inclement months, Mother Nature is likely to play too big a part in this value assessment.

Crucially, developing amenities which enhance year-round use of the facility not only helps to attract new members, it also increases engagement and satisfaction among existing members. But how do you realize this opportunity and secure this much needed season-proof longevity for your club?

Where to start

Assuming funding available for new amenities, the first port of call should be to obtain input from both members and non-members. This will provide robust, evidence-based support to develop the case for additional amenity provision.

Naturally, the market will dictate the type of amenity you are looking to add or develop, but – to offer an insight into recent trends – clubs facing seasonal challenges are focusing their investments on additional food and beverage outlets (family dining, more diverse dining options); fitness and wellness (indoor and/or outdoor pools); dedicated areas for children or adults, and high definition simulators or teaching studios.

A number of clubs have taken a different approach to the same challenge, choosing to focus on the corporate side of their business by developing dedicated business centers or expanded banquet areas for special events.

Making it work

Developing a new amenity from scratch is no small undertaking, but the objective, ultimately, is for it to become a meaningful addition which resonates with both existing and prospective members.

From surveying members and non-members, you will have a clear idea of which amenity is most highly prized among members. While this is a solid platform from which to move forward, you are likely to lack the critical detail of how much members and prospects would engage with this new product or service.

My advice is to ask members what their anticipated utilization is before proceeding with additions. Any new addition should be scrutinized from a financial perspective and compared with existing assets. A picture will then begin to emerge, one that determines whether the new amenity is viable, both in isolation and in the context of other, existing assets.

Secondly, complete a market study and invite potential members and existing members to participate in focus groups. This will help to establish whether the additional amenities would make the club more relevant to them year-round. Don’t underestimate the power of taking the time to ask other’s opinions; by showing that you put your members’ opinions first, you may well find the non-members who participate actually decide to join the club themselves, something we have witnessed on numerous occasions.

In any case, research mitigates risk. Be shrewd with your research efforts and focus these on the period before any development takes place. This avoids unforeseen challenges once the work has commenced.

Futureproofing

Embarking on new amenities or developing existing assets should be done with the future in mind. A season-proof club is one which keeps its members continually engaged throughout the year, year-on-year, promoting sustained high levels of satisfaction and an increased propensity for members to recommend the club to their friends.

However, additional amenities alone are not enough to achieve this harmony. To meaningfully realize the benefits of such addition(s), the club should focus on maintaining its standards of excellence and promoting events or programs which encourage use of the club and interaction with other members on a regular basis.

The proactive approach

When you set out to confront the seasonality issue, do so on the front foot; be proactive through seeking guidance from members and non-members. You and your board may well have instincts on how to tackle the issue of seasonality, but these alone are not enough when making pivotal decisions with a lasting impact in shaping your club’s future. Develop a plan, own the process and seize the opportunity that the off-season presents rather than fear the time it comes around.

This article was authored by GGA Partner Stephen Johnston.

Making the Connection

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Do you know what makes your club special and different? GGA’s Linda Dillenbeck explains the power of understanding what makes your club unique, and how to communicate that with messages that resonate with your target consumer.

If you want to make your marketing efforts more effective, your first step is to take a step back and look at your Club’s marketing message through the eyes of your prospective customer.

If your message isn’t telling potential members how your Club is unique in the marketplace, and distinct in fulfilling their desire for a club membership, then you are missing an opportunity to make a connection.

And that connection that can be the difference between choosing your club or your competitor’s.

Define Your Brand with A Unique Selling Proposition

That’s simple, right?

You probably have a championship golf course, offering a variety of tees for players of all skill levels, along with a courteous professional staff, in a beautifully manicured setting, with first-class amenities for an active lifestyle…

If these are the phrases you use when describing your Club, then you have fallen into the “sea of sameness” trap. A quick review of your competitor’s brand messages and websites will probably reveal they are using the same descriptions to promote their Clubs.

Defining your brand goes deeper than a recitation of what you have. It’s about who you are. Prospects want to know how you are unique, why you are different and what your Club offers that no one else can.

This is defined as your Unique Selling Proposition, the purpose of which is to inform your prospects why your Club is the best choice, and to justify why your target customers should choose your Club over the competition.

To develop your Unique Selling Proposition, ask your Members and staff to tell you:

  • The one thing that makes your Club different
  • The three words that best describe your Club
  • The short description they use when their friends ask about your Club.

These responses will reveal the current perception of your brand, and provide the starting point for determining what truly makes your Club unique.

Speak to Your Specific Audience

Communication serves several purposes: to inform, to influence, to engage the imagination, and to satisfy expectations.

To ensure your brand message is relevant, you must first define specific audience to whom it is to be delivered. Whether your Club’s target audience is families, low-handicap players, couples or business executives, the information presented should use terms and phrases conveying that your Club understands the audience being addressed, and values what that audience holds in high regard.

All too frequently, marketing messages focus on the Club, whereas prospects want to learn how the Club will improve their lives. By focusing your message on satisfying a need and fulfilling a desire you will capture the attention of your prospect much more often.

And most important, your Club’s marketing messages must create trust and connection with its audience. Today’s consumers appreciate simple and honest messages, unencumbered by hollow boasts. By speaking truthfully, consistently and authentically with your audience, your messages will be much more effective.

Tell Your Audience Your Story

Too often, we observe Club marketing focused on providing a laundry list of adjective-laden amenities in their effort to distinguish their facility from the competition. Unfortunately, most Clubs have a lot of the same amenities.

A more successful way to engage consumers and break out of the “sea of sameness” is to tell the story of who you are, why you exist, the shared values of the Club and its members, and the unique experiences available.

Stories engage people and their imagination, particularly stories about people and experiences. The storytelling method of presenting your Club will engage your prospects, allowing them to cast a role for themselves in the narrative and visualize becoming part of the Club’s story.

Below is a good example of successful storytelling we recently came across. The text appears as the opening paragraph on the Club’s website.

“Imagine a private retreat, nestled among citrus groves, rolling foothills and lush fairways.
Picture a place of connections, camaraderie, competition and ease from the pace of life –
an idyllic environment for a gracious way of living.”

This introduction to the Club highlights both its uniqueness – a private retreat among citrus groves, rolling foothills and lush fairways – and a distinct impression of what the Club values – camaraderie, competition, a gracious way of living – thereby inviting the like-minded prospect into the story.

Understanding what differentiates your Club from the competition, communicating those appealing attributes to the matching audience, and doing it in a fashion properly tailored for their consumption will elevate your Club’s message above the competition and entice your prospects to want to learn more.

This article was authored by GGA Senior Associate and Marketing expert Linda Dillenbeck.

First Impressions Matter

Date:

First impressions matter. But how do we create positive experiences for all when different customers have different values?

Backed by recent research findings, GGA’s Ben Hopkinson looks at why clubs need to think carefully about their product perception in relation to a key target segment, and provides some guidance.

First impressions of a Club can come in a variety of different forms, be it an initial tour, as a member’s guest, at a social event, or otherwise. Increasingly, it need not require an actual visit for someone to form a first impression. Even something like a video advertisement of the Club can form a lasting opinion in the eyes of a potential customer.

One thing, however, is for sure: you never get a second chance at a first impression. So how do you create a memorable first impression of your club’s product and services?

It’s not an easy question to answer, but successful club marketers go above and beyond to understand the key attributes that their target customers value most, because preferences around joining can change drastically based on age, gender or economic status. While it’s important for clubs to isolate their key strengths and core competencies, this shouldn’t lead to inflexible, one-size-fits-all marketing that force-feeds the same joining factors to all of the different target groups.

Understand the Joining Preferences of each Key Audience

Let’s take Millennials as an example – the age segment that continues to keep club marketers up at night. Here’s what we know for sure about the characteristics and values of my confusing and intriguing generation:

  • We’re getting married and starting families later in life
  • We move and switch jobs more often
  • We lead busier lifestyles than previous generations and devote less time to leisure pursuits

Because of this, our ideal private club experience needs to maximize the family time we do have, be flexible, and offer much more than just golf. But, perhaps most importantly, we want to be around other Millennials!

So, how does this translate into the experience and amenities we are looking for? Recent GGA client surveys have continued to show my generation placing a higher value on the non-golf amenities and social experience. In a recent study of Millennial golfers*, when asked “what non-golf amenities or social components would be important to you in joining a private club”, the top three selections were ‘Fitness Center’ (76%), ‘Pool’ (71%) and ‘Socialization and Events’ (68%).

Customize the First Impression

Offering the programs and amenities to attract Millennials is step one, but turning those offerings into a memorable experience is the clincher. First impressions for Millennials must help us visualize a comprehensive club experience that becomes the social hub for the entire family – fusing friends, family, fun and fitness. Create first impressions of your club that bring Millennials and our young families together, and the membership value will resonate with us.

Easier said than done, right? How do clubs bring Millennials together when many barely have any current under-40 members to help in the recruitment effort? The answer lies in rolling out a tailored plan of attack for targeting different customers.

Evidence suggests (for some groups at least), that clubs are getting this right. The majority of clubs we work with are well-versed in a member tour for the classic ’empty-nesting baby boomer couple’, where typically the male wants to see golf, golf and golf, while the female prefers to find out more about the dining and social calendar, make sure the staff are friendly, and learn about fitness and tennis programs. Clubs can typically meet all of these expectations while introducing them to current members with similar interests for added appeal.

So how do you create a similar memorable experience for Millennials? First off, you need to build up the programs that Millennials value. If you don’t have a strong under-40 program at your Club then I’m willing to bet you have a strong group of children and grandchildren of existing members waiting to use the Club. They may not have full access to the Club, but it’s critical to Millennial recruitment that you continue to engage them in Club events and socials. Leverage these days to create ‘group’ first impressions. Rather than invite a Millennial couple to experience the Club on a quiet lazy Sunday where all we see is baby boomers, try a different approach:

  • Invite all of your Millennial prospects out to a ‘Swim and BBQ’ day or a holiday social, along with current children and grandchildren of members
  • Host a Junior Golf Tournament or Golf Camp and give the parents a free Chef Tasting Luncheon while the kids are out on the course
  • Follow up a Mitzvah or wedding by offering guests the opportunity to come back to the Club for a ‘free yoga class’, ‘trivia night’ or a ‘tennis/golf group lesson’

These types of initiatives will help your Club standout from the pack, positioning it favorably in the minds of Millennials and increasing your chances of converting new members. Even in the worst case, you have created a memorable group experience; one which generates positive feeling and word-of-mouth in a key customer segment, plus the opportunity to capture images and videos to leverage for the next recruitment effort.

“Memorable is creative, unique, unforgettable, and anything but boring”

It’s true that current members will always be a Club Marketer’s best tool for recruitment, but there are other creative ways to provide a memorable experience and a positive first impression to a prospective member. A ‘one-size-fits-all’ approach simply won’t work anymore. Not only are you competing against other private clubs in the area, you’re also competing against every leisure alternative available to the prospective member.

A first impression must sell the prospect that the day-to-day member experience is memorable, and the best use of their valuable and limited leisure time. Memorable is creative, unique, unforgettable, and anything but boring. So next time a prospective member inquires about the Club, ask yourself… “What does memorable mean to them”?

*As part of an ongoing research collaboration with Millennial golfer organization Nextgengolf, the 2019 study brings forward survey findings from over 1,400 Millennial golfers and builds upon research conducted in 2017 and 2018 of the habits, attitudes, and preferences of Millennial golfers.

This article was authored by GGA Senior Associate Ben Hopkinson. 

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