Tag: digital

Taking Club Elections Digital

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The pandemic has accelerated the need to move the ballot box for club elections from paper to the computer and this trend will continue in the coming years. GGA Partners online voting specialists Michael Gregory and Martin Tzankov explain the challenges and opportunities to consider when moving your elections to an electronic voting platform.

Private golf, business, and leisure clubs spend a great deal of time and money planning, executing and delivering the results of club elections, often with discouraging voter turnout.

Over the past two years, GGA Partners, in partnership with secure platform provider Simply Voting, has worked with many clients to move the ballot box for club elections from paper to the computer. As this trend grows in the coming years, our team of skilled specialists shares the challenges and opportunities available as your club considers moving to an online voting platform.

Simply Voting logo
A web-based online voting system that will help you manage your club’s elections easily and securely.

The Challenges

According to GGA manager Martin Tzankov, the biggest challenge is trying to retrofit new technology and process to existing bylaws. “Most bylaws were written before the introduction of online voting,” commented Tzankov. “Outdated bylaws cause complexities in the process, particularly regarding proxies. It is important to understand what you can and cannot do to ensure the election conforms to your club’s rules.”

Another challenge is the organization of member data including current contact information and eligibility.

“The ability for clubs to segment member data is complex and critical,” stated Michael Gregory, a partner at GGA. “Whether it is a current member whose dues are in arrears, or a new member who became eligible while the vote is taking place, clubs must ensure that only eligible votes are tallied in the final results.”

It’s a simple fact that humans make errors and there are times members who were against an issue will question the integrity of any vote. Online voting eliminates that challenge by providing the ability to audit the process from start to finish.

Mobile smartphone screen depicting digital survey with quote "The biggest opportunity for clubs that choose online voting is increased member participation in the process" - Martin Tzankov, GGA Manager

The Opportunities

“The biggest opportunity for clubs that choose online voting is increased member participation in the process,” said Tzankov. “Members use technology every day so casting their vote on their computer or mobile device, which often takes less than 5 minutes, is simple and easy. And while there will be some members who prefer paper, in our experience, the majority of members prefer the online option.”

Along with increasing the experience, participation, and satisfaction of members, online voting is a powerful tool to segment the results by age, membership category and other data sets. Data segmentation allows your club to identify and track trends across a wide spectrum of subjects, providing valuable insight for future planning.

The capability to deliver a consistent schedule of communications is another opportunity provided through the online voting platform. Rather than incur the expenses of printing and mailing information, your team can prepare and schedule a series of email communications to inform and remind electors of the voting period and then deliver the results in a timely fashion.

“Environmental sustainability is increasing as a factor to choose one club versus another,” added Gregory. “Clubs who implement online voting have the opportunity to send a clear message that they are taking steps to minimize their impact on the planet.”

Eliminate The Risk

Warren Buffet has been quoted as saying, “Risk comes from not knowing what you are doing.” There is great truth in that statement.

To understand the risks and rewards of online voting, we encourage you to have a conversation with specialists Michael Gregory or Martin Tzankov to gain the knowledge you need to ensure successful elections at your club.

Michael Gregory
Partner, GGA Partners
michael.gregory@ggapartners.com
416-524-0083

Martin Tzankov
Senior Manager, GGA Partners
martin.tzankov@ggapartners.com
905-475-4012

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Webinar: Member Surveys in Uncertain Times

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This webinar continues a series of communications from GGA Partners to help private club leaders address challenges confronting their businesses and their employees as a result of the global health crisis. Whether your club is operational or waiting to return to business as usual, now is a crucial time to keep members engaged.

Leverage Surveys to Engage Members During COVID-19

Last week, MemberInsight – a Jonas Club Software company, and the industry-leading member survey platform – together with GGA Partners co-hosted a webinar to discuss the power of member surveys in the time of COVID-19 and how clubs, regardless of their survey platform of choice, can better utilize members surveys during this difficult time.

“Many clubs send member surveys as a regular part of conducting business.” Said Trevor Coughlan, Vice President of Marketing at Jonas Club Software. “The problem is, many clubs only send them annually, and they think about surveying in a linear fashion – capital & long term planning. I believe surveys relevant to the moment and the action taken as a result of them have the opportunity to invigorate the way members feel about a club and its staff. There is no better time for clubs to be stepping into action than now which is why we are proud to make our platform available at no charge for three months.”

“In the current environment staying connected with members is a real challenge, but it’s more important than ever,” explained Michael Gregory, a Partner at GGA Partners. “Surveys are a tool all clubs can be using to stay engaged with their members, to capture important feedback, and to provide a level of comfort to members knowing their club is working hard to come out of this stronger and more capable of meeting their needs, wants and expectations.”

Webinar Playback

The webinar presented the MemberInsight feature set, the science behind survey based communications, and specific examples of surveys clubs can put into action as they remain committed to serving their members.

If you’d like to share the webinar recording with a colleague or watch it again please view the video below.

 

Survey Templates

GGA Partners has provided 5 complimentary survey templates. Download the templates below and use them to give your members a voice during these unprecedented circumstances so you can start taking action on member feedback.

MemberInsight is the optimal platform to start using these templates and gathering member feedback. The company recently announced that their survey functionality is being made available to clubs at no charge for three months.

If you would like to sign up for three free months and no setup fees*, fill out this MemberInsight form or contact Michael Gregory at GGA Partners.

When Compliance Meets Health and Safety

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This article continues a series of communications from GGA Partners to help private club leaders address challenges confronting their businesses and their employees as a result of the global health crisis. Today, Michael Gregory, a partner of our firm, discusses options and alternatives for clubs with pending annual meeting requirements.

With annual meetings and general elections upcoming, how should clubs meet what may seem conflicting obligations?

As the health crisis evolves, so too do the number and magnitude of issues facing club leaders. One that most take for granted – the annual general meeting and member election – now raises a difficult, if not contradictory, predicament: complying with club bylaws and government restrictions while protecting the health of members, families and employees.

First, know the law.

Is your club located in an area with a state or local government order prohibiting nonessential transit or in-person meetings? If yes, your decision is easy: the club cannot hold the meeting, notwithstanding bylaws that may require it.

According to Glenn Gerena, a shareholder at Greenberg Traurig and a community development and hospitality attorney, “If the club cannot have a virtual meeting under law or its bylaws, the board should discuss with counsel whether the government order gives the board a legal basis to hold a meeting on a virtual [platform] and, if not, to reschedule the meeting to a later date.”

If there is no state or local prohibition regarding an in-person meeting, the club should consider whether it can hold a virtual meeting according to its bylaws.

If your club decides to proceed with an in-person meeting, it is important to provide for proxy voting by mail and encourage all members to stay home and to vote by mail. For members who choose to attend the meeting in-person, the club must observe all health and safety protocols as defined and advised by their local government authority.

Should you go virtual?

Deciding if your club should hold a virtual annual meeting should involve discussions with your legal counsel. Counsel should review applicable state statutes, which may require in-person meetings, permit virtual meetings or defer to the club governing documents. The state statute will govern if bylaws directly conflict with it.

For example, most clubs in California have adopted section 7510 (f) of the California Corporations Code, which allows for electronic meeting and voting and, in cases where state statutes and bylaws conflict, the state statutes supersede the club’s bylaws.

Legal counsel also should review the latest state and local government orders related to the COVID-19 crisis.  For example, the Connecticut governor issued an executive order on March 21, 2020, giving corporations the ability to conduct annual and other shareholder meetings by remote means.  Similarly, for clubs in Canada regulated under the Corporations Act (provincial and federal), orders have been announced to allow members to meet and vote electronically.

“If neither the state statue nor bylaws expressly permit virtual meetings, the club’s board of directors should review bylaw provisions governing amendments and board powers to determine whether the board can amend the bylaws to permit virtual meetings and online voting,” adds Gerena.

In uncharted waters, rely on reason and caution.

While all clubs are encouraged to seek legal counsel to inform and qualify their course of action, club leaders should expect to be operating in uncharted waters and seek to act reasonably and cautiously in the current environment.

“If prudence does not make it possible to meet, then clubs need to consider alternatives,” said Van A. Tengberg, a real estate acquisition and development attorney at Foley & Lardner LLP. “I would not recommend deferring the annual meeting and allowing the board to serve longer terms.  If your bylaws do not allow virtual meetings, then clubs need to consider different options that provide members a reasonable and safe process to meet and cast their vote.”

As with all things in this new normal, communication (and even pulse surveys) that increases members’ understanding of circumstances and current limitations will be appreciated and rewarded and, in this case, may even help to mitigate potential future risk.

In an upcoming article, Michael Gregory will discuss options and solutions to complete a virtual annual meeting and an online vote. Contact Michael at michael.gregory@ggapartners.com or 416-524-0083.

Dangers of Depersonalizing the Member Experience

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As new innovations continue to help streamline club operations, GGA Partner Henry DeLozier cautions against replacing staff with technology and removing what can be priceless interactions for members and guests alike.

Most clubs today are facing the dual challenges of rising labor costs along with ever-greater member expectations.

In our modern digital age, the obvious solution for many has been to systematize and automate services wherever possible across their operation.

But while this may be cost efficient, clubs must beware…the result is often the depersonalization of member services.

Remember, clubs share an emotional – not transactional – relationship with members. And both research and experience have shown us that the best member services are strictly personal.

For a club, to depersonalize is to chip away at the very foundation of your business.

Here are five tactics for personalizing services at your club:

1) Reserved or Reserved for…?

Recognize reserved tables with a reserved placard that displays the name of the member for whom the table is reserved. It’s a small touch which underscores that “we have been anticipating your arrival”. These little efforts add more to the member experience than you might think.

2) Monitor Club Communications for Engagement

Most clubs blindly issue email communications to members with little-or-no tracking to understand if the message was even received – let alone opened, read, or acted upon.

Follow up your club’s emails with calls to individual members who are not opening or engaging with club communications. Ask if the messages are being received (although your analytics will have revealed this already). This is a chance to learn what topics interest your members…and which topics don’t.

3) Personalize Your Club’s Communications

As suggested above, develop a personal communications profile for each member.
As with Facebook or LinkedIn, you can enable members to populate their own profiles (though some members who are not computer natives will need help with this).

This allows you to learn what topics interest each member, in what media they prefer to received messages, what days and times they want the messages to be delivered, and from whom at the club they wish to receive important information.

In essence, stop issuing “Dear Member” communications.

4) Meet with Members

Whether one-to-one or in small (fewer than four people at a time) member groups, meet to discuss the club and its various priorities. Ask members for their feedback, learn their priorities, and ensure that they know and understand the board’s strategic priorities too. This will make them feel included, valued and empowered.

5) Facilitate Member-to-Member Introductions

Most members are truly acquainted with very few of their fellow members, but clubs are more fun when people know more people.

There are several ways you can help this along, such as hosting multiple welcoming events for new members, enlisting your board, committees, and staff to become the “connectors” between members, and creating a digital (online) member directory to help members learn more about one another.

Using the member profiles described above, you can personalize the effort by connecting people with similar backgrounds – such as universities attended, hometowns, or places of employment.

Keep in mind that private clubs are a platform for socialization. An undeniable characteristic of successful clubs is the sense that “everyone knows one another”. Help your members get to know one another and, in so doing, make your club ever more relevant to the members.

Ultimately, the key is to treat your members as the valuable resource that they are. Keeping your services personalized will help them know that they are recognized, respected, and valued, and provide the strongest possible foundation for your club going forward.

A Better Way to Communicate

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Churning out communications to your members with little thought for who you are speaking to and what medium you are using is not a recipe for success.

As GGA’s Henry DeLozier explains, putting a little more thought and attention to detail into your communications is an impactful, and cost effective, way to make your members feel valued and included.

“Communication in our club is poor”

A phrase that is commonplace in surveys and focus groups we run on behalf of clients across North America – often despite the best efforts of club leaders to improve communications at their clubs.

As much as we would like to prescribe a formula that is guaranteed to improve member relations, the reality is that the communications world evolves continuously, including the ways members consume and exchange information, and the platforms on which they do so.

While this can present a challenge, the evolution in communications technology has also brought opportunities to the fore: opportunities to increase the relevance of your communications, learn more about your members habits and preferences, and branch out to networks of potential new members.

With that in mind, there are some tactics you may wish to consider to enhance your communications relationship with members and club stakeholders:

1. Keep your club website relevant.

As Linda Dillenbeck, a director at Global Golf Advisors and a communications expert, observes, “Most clubs’ websites are outdated, disconnected, and dysfunctional.” Dillenbeck estimates that a private club website has a relatively short shelf-life of around three years. When did you last update your website?

Incremental improvements which factor in the latest in web technology enhancements can increase the aesthetic appeal, user-friendliness and accessibility of your site ten-fold.

Think too about regular updates to your image portfolio and news sections. Investing the time and not letting them become dormant shows members that you care and invokes a sense of pride and belonging.

2. Empower club members to communicate.

The advent of mobile camera technology has handed the power for members to become regular content creators, some of whom may produce high quality photographs and videos of your club.

While you cannot control what they say or post, compelling content drawing on the attributes of your club and amplified to member and stakeholder networks can enhance the club’s reputation among members and the outside world.

Vindicate their efforts by engaging through club social media channels, via email or otherwise. It shows you are interested and supportive, and gives a sprinkling of kudos to what they have produced.

3. Organize information into communication “bites”.

The relative attention span of most recipients is shrinking, so the club should look to communicate in small “bites” – morsels of interesting activities, friends enjoying mutual interests or snippets from club events. Keep it short and to the point.

4. Use tailored media.

Rather than indiscriminately provide all things to all members, ask them to personalize their information expectations and preferences into a member profile so that the club may communicate with each member on the member’s terms.

Regular prompts to update their preferences can provide useful insights into any trends developing over time and how this should be translated to what and how you provision information to them.

5. Measure effectiveness.

Monitor engagement levels from all outgoing communications. Track which members are – and are not – receiving and engaging with information from the club.

By doing so you can start to build out segments of members (starting with engaged / not engaged) and begin to increase the relevance of your communications methods and messages.

 

Crafting the right messages takes time and attention, as does knowing how to communicate them. By better understanding what methods and messages are most influential to members and stakeholders, you can start making meaningful progress and increasing engagement.

In any case, make it personal.

GGA to Offer Sophisticated Electronic Voting Services to Private Clubs

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Exclusive partnership with Simply Voting provides private clubs access to a secure online voting platform for club elections.

Global Golf Advisors (GGA) and Simply Voting have formed an exclusive partnership to provide a secure voting platform designed to allow private club members a simple and easily accessible manner in which to cast ballots during club elections. GGA will begin offering the Simply Voting system as a stand-alone service or in combination with this governance guidance platform to private clubs worldwide.

Founded in 2003, Simply Voting Inc. is a full-service provider of secure, hosted online elections. Multiple independent third-party audits have validated the integrity and security of the platform. The company has worked with over 2,000 organizations across the world including government entities, political organizations, educational institutions and unions.

“Engaging private club members to participate in important elections can be a challenging and expensive proposition,” stated GGA Manager Martin Tzankov. “The Simply Voting online system eliminates the need for paper ballots and multiple mailings. Members have the ability to access the voting platform at their convenience and once identity is authenticated, a tamper proof ballot is provided that is easy to understand, complete and submit.”

The Simply Voting system is equally easy for club managers. In addition to voter authentication and tamper proof ballots, the system provides a branded club website, computerized tabulation of results and a variety of reports.

“Online voting is quickly becoming the accepted practice across business, government and organizations to provide an efficient and effective method to ensure election integrity,” commented GGA Director of Private Club Services Michael Gregory. “We view the Simply Voting system as complementary to our governance and strategic advisory services and another opportunity to assist our clients in maximizing their operating efficiency.”

“As we sought to introduce our voting system to the club industry, we felt it important to partner with a company whose corporate values aligned with our promise to deliver an excellent product with honesty and integrity,” commented Simply Voting President Brian Lack. “Global Golf Advisors, with its excellent reputation, was the natural choice. We believe the company has the depth and breadth to ensure our shared goal of providing an efficient voting system to private clubs will be met.”

Increasing membership satisfaction is a key goal of all private clubs. The Simply Voting system, with its accessibility, integrity and ease of use, will ensure members will be satisfied with the voting results of important club elections.

About Global Golf Advisors

Global Golf Advisors (GGA) has provided industry-leading advisory services to more than 3,000 clients worldwide including private clubs, hotels, resorts, residential golf communities, developers, homebuilders, government agencies and municipalities, financial institutions, investors and lenders.  Operating out of three global offices in Toronto, Phoenix, and Dublin, GGA is a highly specialized consulting firm focused on club and leisure related assets with a professional services heritage as the KPMG Golf Industry Practice.  The firm’s expertise lies in its ability to effectively meld club management and operational expertise with highly capable professional strategists and experienced business analysts. GGA personnel include former club managers with experience leading exceptional clubs, along with alumni of Arthur Andersen, Deloitte, KPMG, Pulte Homes, PwC, and Scotiabank Global Banking and Markets. For more information, please visit www.globalgolfadvisors.com.

About Simply Voting

Simply Voting Inc. is a full-service provider of secure, hosted online elections. Driven by dedicated staff who value transparency, high security, and the need for customized solutions, Simply Voting delivers excellence in providing secure, efficient voting solutions which create value for their client organizations. Launched in 2003, the Simply Voting system has been employed by over 2,000 organizations from municipalities, universities and unions to safely execute their elections. Many reputable third parties have audited the product, technical infrastructure, and corporate infrastructure, confirming the integrity and security of the system. For more information, please visit www.simplyvoting.com.

For additional information, contact

Michael Gregory
mgregory@globalgolfadvisors.com
416.524.0083

Becoming a Destination

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For 80%* of members and visitors, the golf course is the aspect of a club they hold most dear. It is pivotal to the club’s reputation.

However, when we imagine a ‘golf destination’, don’t we think of something more than just a club with a great golf course?

The word destination intimates something that goes beyond the golf course. It could be a desirable location, a known identity, a famed history, a longstanding tradition, exceptional service or just an overarching experience of quality.

If a club wishes to elevate its status, to be recognized as a destination, then there are three key areas that club leaders need to develop:

1. Developing the Customer Experience

The customer experience itself is typically comprised of three parts: the complete customer journey, a customer’s interaction with brand touchpoints, and the environments a customer experiences – including digital.

By developing an intimate understanding of each of these areas, and thoughtfully mapping them to the satisfaction of members and guests, you can make significant strides in the customer experience at your club.

A ‘complete customer journey’ is different for each and every individual, but starts before you think it might. Earlier this year I spoke of the advent and importance of online reviews – which are just one way customers research your club. Add in social media, web presence and press coverage and you’ll quickly realize that, actually, the customer journey and experience can often start well before they enter the front gates.

To learn about this in greater detail, member and customer surveys provide an excellent opportunity to seek intelligence and data. Reviewing these insights in the context of your club’s mission statement will then reveal improvements you can make.

Next, how do customers experience, navigate and interact with your club once they are through the gates? What is the first thing they see when entering? Who is the first person they will meet? What improvements can you make to improve or enhance that welcome or first interaction?

Remember: Customer’s expectations are often informed by their experiences elsewhere and can be unfair, misaligned, or even unreasonable in the context of your club. Expectations relating to food and beverage provision can be informed by the Michelin Star restaurant in a major metropolitan area, or expectations of service may be informed by their recent stay at a five-star hotel.

For this reason, any changes that you make should be in the context of fulfilling – or reviewing – your club’s mission statement: this brings an authenticity, integrity and brand-oriented focus to the experience improvements you make.

2. Developing Surrounding Facilities

Destination clubs typically focus new development or capital enhancement efforts in one of two areas: facilities that complement their core service offering OR facilities which offer them a competitive advantage over their local market and immediate competitors.

The trend in recent years has been to focus capital improvements on facilities appealing to families, children and, more generally, health and wellbeing. Clubs putting in place such additional amenities look to do so with the support of a long-term strategic plan, underpinned by strategic intelligence. In other words, they are taking the necessary steps to secure the long-term sustainability of their club.

Clubs looking to capitalize on trends and gain a competitive advantage have often done so with smaller, yet impactful additions. Take casual dining for example, where we have come across café/lounge-style areas conducive to working and individual club utilization, or straightforward, family-friendly dining experiences like fire pits, pizza ovens, ice cream bars and food trucks.

Developing facilities and expanding the amenity package can help to position the club as ‘the only place with _______’, and support the need and ambition to offer a genuine competitive point of difference in a challenging marketplace.

3. Appealing to a Wider Audience

Aside from offering an exceptional customer experience, true destination clubs cast a wide net by appealing to a broad spectrum of audiences. Membership privileges often include such things as extended family access; customized, unique, and well-attended social events; reciprocal and travel programs with other destinations; as well as tournaments, competitions, and special events that support the continued expansion of the club’s brand footprint and reach.

The key to enhancing the club’s appeal to a wider audience is not simply an exercise in volume or offering a litany of activities, but it is rather to position the club as a network extender. The club should be perceived as a way to enjoy shared, common experiences – known to be highly connected to achieving a sense of happiness and fulfillment. The club isn’t just for the ‘primary member’ anymore, it should be for everyone relevant to that members’ life.

This is not to say full privileges for all. The suggestion is that drawing connections between the club and customers’ social lives increases relevance, which is essential in support of member and customer retention and overall club satisfaction.

In the eyes of members and customers, for a club to be truly recognized as a destination, it must become a conduit for their lifestyle. The club is a platform to more effectively enable them to live the life they want to lead.

To facilitate that, embrace an unerring commitment to cultivating a superior customer experience, developing surrounding facilities, and appealing to a wider audience. By delivering on these key criteria a club can embark on the journey to changing customer’s perceptions and be known for being much more than just a place to play golf.

*Syngenta, Growing Golf in the UK, 2014

This article was authored by GGA Manager and Member Satisfaction expert Bennett DeLozier.

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