Know Your NPS to Build Brand Loyalty & Member Referrals

In our work with clients across the globe, our research reveals that member referrals are the most important means of generating a steady stream of new prospects, which is probably not surprising.  After all, the cost is nominal and you can be assured that members are going to invite prospects with a shared passion for the lifestyle provided by your club.

The most effective method to gain member referrals is to ask for them. But before you do, it is critical to understand your NPS – or Net Promoter Score – to determine the response you will receive.

NPS is an extremely valuable market research metric that is widely used across industries and can be leveraged to measure customer perceptions of a brand and estimate future growth, as evidenced by the potential for repurchase or referral to other consumers.

NPS Is Not the Same as Member Satisfaction

Member NPS is not the same as your members’ overall satisfaction with their club experience.  NPS asks about the likelihood of recommending or referring the club to others while overall satisfaction asks about contentment with their experience.

In short, NPS is future-looking and overall satisfaction is backward-facing.

NPS Is Simple to Implement

NPS, originally a proprietary instrument used by Bain & Company, is now used by two-thirds of the Fortune 1000 companies as a basic measurement of customer sentiment.

The popularity and broad use of NPS is often attributed to its simplicity and transparency of use.  It is a survey question which asks, “How likely are you to recommend [brand, product, service, company, or organization] to a friend or associate?” The question is designed to provide responses which are easy to interpret and track over time in trend analysis.

NPS generates valuable customer insights and is typically used and interpreted as an indicator of customer loyalty.  This information is invaluable for business and community leaders who are responsible for measuring and managing revenue retention, customer retention, new business growth, or overall consumer satisfaction.

Despite the ubiquity of NPS among leading companies in major industries, the adoption and consistent application of this metric within the club industry remains limited.

A recent GGA Partners research survey of more than 500 club leaders (A Club Leader’s Perspective: Emerging Trends & Challenges) found that just 14% of clubs track member NPS in their surveys.  Among clubs that employ this metric, the average NPS is +64.  Additional feedback from the survey found that one-third of clubs reported an increase in their NPS during the pandemic, a positive statistic for future member growth.

Calculating Your NPS

The NPS question is asked on a scale ranging from 0 to 10, with 0 representing “Not at all likely” and 10 representing “Extremely likely”.  Based on the number selected, respondents are subdivided into one of three categories: those with ratings of 9 or 10 are classified as “Promoters”, those with ratings of 7 or 8 are marked as “Passives”, and those with ratings of 6 or less are categorized as “Detractors”.

The actual “score” is calculated by subtracting the portion of detractors from the portion of promoters without factoring in the portion of passives.  True NPS is always shown as an integer and not a percentage and, with the net score falling within a scale ranging from -100 to +100, it is possible to have a negative NPS.

Keys To Developing & Tracking Your NPS

1. Keep the NPS question consistent – Avoid altering the question (“How likely are you to recommend [your club] to a friend or associate?”) or the answer range (from 0 = “Not at all likely” to 10 = “Extremely likely”) as it will impact the validity and reliability of the data.

2. Ask for NPS alongside a handful of supporting questions – NPS is most valuable when supported by other overarching questions which generate datapoints on overall satisfaction, perceived value-for-money, and demographic questions (to stratify responses and dive deep into feedback by membership subsets).

3. Keep it brief – A survey with these three questions (NPS, overall satisfaction, value-for-money) and four or five demographic questions should take about 3-4 minutes for respondents to complete. Shorter is better for these types of surveys.

4. Measure NPS routinely – At a minimum, your NPS metrics should be tracked and updated annually to identify changes in the sentiments of your members. Whether they are rising or falling, understanding the factors impacting changes in your trend line will provide valuable insight into areas where the club is excelling as well as areas that need improvement.

If your club aims to be truly attentive to overall satisfaction, member loyalty, member and customer retention, or using member referrals to support membership growth, leaders of the club should be monitoring NPS as a matter of routine.  If this acronym isn’t surfacing in boardroom discussions, it should be.

While no one can predict the future, a clear understanding of your NPS will provide a data-driven indication of members’ loyalty to your club’s brand and the success you will have when asking your members for referrals.

Mid-Year Predictions for the Second Half of 2021

At the start of the new year and in the spirit of planning, the thought leaders at GGA Partners sat down to predict what we believed to be coming throughout the year and shared our 2021 Predictions on the Shape of the Next Normal. Now, halfway through 2021 with the spring season in the books and summer underway, we reconvened GGA leaders for a mid-year check-in on predictions for the latter half of the year.

1. Ensuring fair and equitable access to amenities remains top of mind, especially on the golf course

A trending topic throughout the industry is golf’s demand surge and how long it will sustain, much has been written on this point and those who are closely watching rounds played metrics anticipate a clearer reading by the end of the summer.

Stephen Johnston, GGA’s founding partner, expects that private clubs will see the surge continue to elevate rounds played by members which will likely increase issues relating to compaction of tee traffic and accessibility.  He predicts the benchmark regarding average number of rounds per member to be higher by approximately 10% following the pandemic and also increased golf course utilization by members’ spouses and family members.  Both factors will create a greater demand for tee times at private clubs.

Johnston believes some clubs may need to consider permitting round play by fivesomes instead of foursomes, potentially catalyzing logistical challenges such as a greater need for single-rider power carts in order to maintain speed of play at the same rate as foursomes with all players using power carts. For club managers and course operators, this entails an increased need for current and detailed evaluation of the benefits of membership and the relationship between playing privileges and the practical ability to book a tee time and get on-course.

2. Effective demand management is key and will shift from agile, flexible approaches to new operating standards as demand stabilizes

During the pandemic and throughout 2020, many golf, club, and leisure businesses recognized the increased need to more accurately and routinely measure the utilization of amenities, adapting operations management to react quickly to change.

Craig Johnston, head of GGA’s transaction advisory practice, anticipates an evolution in this one-day-at-a-time, agile monitoring approach into a new and more formalized standard of operating procedures.  “At the start of 2021, we said we would see clubs provide flexibility and experiment with various operational changes,” he explained.  “With the pandemic feeling like it’s steadily moving toward the rear-view mirror, members will be expecting clubs to begin instituting the ‘new normal’ operations and the data compiled by clubs in the first half of the year will be critical to deciding on the new normal.”

Johnston believes that membership demand will continue to be strong through the second half of the year and that it is likely utilization will reduce marginally as members begin travelling again for work and social obligations.  Even with a marginal reduction in utilization, demand for private club services will remain strong and will continue to put pressure on capacity and access in most clubs.

Senior Partner Henry DeLozier encourages club and facility operators to embrace short-term continuations of high demand while keeping an eye on the future and the non-zero probability of a demand shift in the coming years.  “Clubs must create pathways to sustain demand while navigating utilization volume.  It is unwise to place hard or irreversible limitations on capacity while clubs are at historic maximums for demand and usage,” cautioned DeLozier. “Clubs will do well to establish a clear understanding of demand and utilization to enable innovative programs which serve to fill periods of low demand in the future.”

3. Ongoing uncertainty about the pandemic’s long-term impact on club finances will increase the review and reevaluation of club financial projections to ensure sustained budget flexibility

While data regarding utilization, participation, and engagement throughout the summer months continues to be captured and consolidated, business leaders should not delay their financial planning and instead get to work on reevaluating finances and updating their future forecasts.

“Now is the time to review, evaluate, and reset club debt levels,” emphasized Henry DeLozier. “Clubs need to recast financial projections based upon elevated joining/initiation fees arising from high demand.”

In support of alacrity in financial planning, DeLozier notes that labor shortages spurred by the pandemic will increase payroll-related costs at a material level. He also predicts that comprehensive risk review is needed at most clubs to evaluate possible impacts arising from cyber-crime and/or declining club revenues during 2022.

Beyond internal shake-ups in utilization or operations, club leaders should be anticipating external impacts that could impact their financial plans.  A hypothetical example raised by DeLozier is if the U.S. economy were to become more inflationary.  In such a circumstance he believes clubs would see an increase in the costs of labor and supplies which would necessitate increases in member dues and fees, a deceleration of new-member enrollments as consumer confidence dips, and a slight slow-down in housing demand.

Right now, uncertainty remains with respect to the virus as well as the resulting economic impact from the pandemic. From a financial standpoint, clubs will do well to advance their forward planning while retaining budget elasticity.  “It will be imperative for clubs and boards to build flexibility into their budgets and agility into their operations,” added Craig Johnston.

4. Existing governance practices, policies, and procedures will be revisited, refurbished, and reinvigorated

A litany of new ways of operating and governing the club arose as a result of the pandemic, some of which suggest an efficacy that can be sustained in a post-pandemic environment.  Essential to assimilating these adaptions into new standards of procedure is a review of existing governance practices and the documentation which supports them.

“At a time when boards can measure the full range of financial performance metrics, updating club governing documents is a primary board responsibility,” noted Henry DeLozier.  “Board room succession planning must be formalized to prepare clubs for the inevitable downturn from record high utilization.”

In considering the nearly overnight adoption of technology tools to enable remote meetings and board-level deliberations, partner Michael Gregory noted a substantial increase in the use of technology tools that go beyond virtual Zoom meetings.  “The pandemic has allowed clubs to test online voting,” he explained.  “For many clubs, once things return to normal, their bylaws won’t allow for the continued execution of online voting unless they make changes.”

“We have seen the adoption and implementation of online voting to be a huge success for the clubs who have tried it for the first time,” said Gregory. “Members love it, it’s easy, it’s convenient, it leads to higher participation from the membership, and many clubs are in the process of changing their governing documents to allow for online voting as a result.”  The challenges and opportunities of employing online voting are detailed in our piece on taking club elections digital, which features a downloadable resource that can be shared among club boards.

5. In human resources, expect to see deeper reevaluations of compensation structures and employee value propositions

Weighing in from across the pond, Rob Hill, partner and managing director of GGA’s EMEA office in Dublin, predicts that club leaders will face bigger challenges in human resources throughout the remainder of 2021.

The first of three particular items he called out is a reevaluation of compensation.  “Making decisions about employee pay is among the biggest challenges facing club leaders in the wake of the coronavirus shutdown,” stated Hill. “As they begin compensation planning for the rest of the year and into 2022, these leaders not only have to consider pay levels, but also the suitability of their mission and operating model to thrive in a post-pandemic world.”

Citing his recent experiences in the European market, Hill shared that club leaders are challenged with finding new ways to operate smarter and more efficiently, while also looking for innovative ways to implement sturdy, low-cost solutions that their employees will love.  Which leads to his second point, that there will be a renewed emphasis on what employees love and how clubs, as employers, can provide an enhanced value proposition for their employees.

“As employees get back to work onsite, employers are finding that what their people value from the employment relationship has changed,” Hill explained.  “Where pay has been viewed as largely transactional in the past, clubs may need to provide new types of benefits, especially programs that provide more flexibility, financial security, and empowerment to retain and motivate their people.”

Lastly, there is likely to be considerable movement of talent over the coming year brought on by employees’ new work-life ambitions and financial imperatives, said Hill, “As demand for their skills and experience grows, the very best talent will seek out employers that demonstrate they view employees not as costs but as assets and reflect this in their approach to compensation.”

Recalling our start-of-year prediction that the movement of people and relocation of companies will reshape markets, partner Craig Johnston added, “The relocation of people continues to be a prominent trend and one that is likely to continue in the second half of the year.”  For club employers, it’s not just the changing physical locations which impact the cost and supply of labor, but also the expectations of employees as they seek out competitive new roles and work experiences.

6. The repurposing and reimagining of club facilities, amenities, and member-use areas will continue

The pandemic pushed to the fore the need for clubs to adapt their facilities to match changes in the ways members use and enjoy their clubs.  A combination of practical evolutions for health and safety and circumstantial evolutions drawn from widespread ability for members to work remotely created increased desire for clubs to offer more casual outdoor dining options and spaces to enable members to conduct work while at the club.

Partner Stephen Johnston believes these sentiments will continue to near-term facility improvements at clubs.  “With more flexibility in the workplace and members working from home periodically, there will be a need at the club for members to do work or take calls before their tee time or their lunch date,” he said.  “It has been evident for some time that members generally prefer to enjoy outdoor dining and since, throughout the pandemic, it has become apparent that guests draw greater comfort in outdoor experiences, I see a greater demand for outside patio and food and beverage service.”

As society begins to reopen and communities begin to stabilize, time can only tell precisely how clubs will continue to evolve their operations, whether that be scaling back pandemic-relevant operations or doubling-down on new services and efficiencies.  Evident in our work with clients are significant efforts to reorganize club leaders, reevaluate operations, and retool plans for a successful future in the new normal.  Here are a few highlights of efforts clubs are making for the next normal:

 

  • Reinvigoration of governance processes and engagement of leaders to ensure alignment between boards and club strategic plans.
  • Renewed surveying of members to keep a pulse on how sentiments have changed from pre-pandemic, during pandemic, and currently as communities stabilize.
  • Enhanced adoption and application of electronic voting as clubs reevaluate membership structures, governing documents, and operating policies amidst “displaced” members.
  • Reconfiguring of budgets, capital plans, and long-range financial models.
  • Refinement and advancement of membership marketing strategies, tactics, and materials.
  • Tightening relationships between facility planning, capital improvements, and member communications campaigns.

GGA Partners Speakers Featured at CMAA 2021 World Conference and Club Business Expo

Sessions will focus on strategy, member feedback mechanisms, the next generation of club members, club trends, and member communications.

TORONTO, Ontario – Skilled specialists from GGA Partners, a trusted advisor to golf courses, private clubs, resorts, and residential communities around the world, will be presenting trends and tactics on a variety of subjects during the Club Management Association of America (CMAA) 2021 World Conference and Club Business Expo this week.

As with other major conferences in 2020 and 2021, the CMAA World Conference will be virtual, allowing attendees to login and learn effective ways to manage member feedback, attract the next generation of members, the latest industry trends, and how to effectively communicate their brand message.

GGA Partners specialists will lead the following discussions:

Monday, March 8 – Ask the Experts

Michael Gregory, a partner in the firm will join Trevor Coughlan from Jonas Software for a thirty-minute “Ask the Expert” session to discuss club feedback systems for members and customers.

Tuesday, March 9 – Setting Strategy for Long-Term Success

Partners Henry DeLozier, Stephen Johnston, Derek Johnston, Michael Gregory and Craig Johnston will be joined by several directors and managers to lead a three-hour session using real-life case studies allowing managers to interact and learn from each other with the GGA team providing ideas and solutions to enhance processes, research, and efficiency.

Thursday, March 11 – Adopting Proven Methods of Engaging the Next Generation of Club Members

Michael Gregory will lead a panel of club managers from Desert Mountain, Prairie Dunes Country Club, The Briar Club, and The Country Club through a discussion of their perspectives on how clubs can adapt and develop their offerings to meet the needs of the next generation of members and customers.

Thursday, March 11 – Ask the Experts

GGA Manager Bennett DeLozier will join Amilcar Davy from CMAA to discuss early results from the CMAA Trends Survey entitled A Club Leader’s Perspective: Emerging Trends & Challenges.

Friday, March 12 – Keys to Effective Communications

GGA Director Linda Dillenbeck and Manager Bennett DeLozier will share insights into the steps club managers can take to ensure their communications are clear, concise, and effective.

“Our business is helping clubs, large and small, to operate more effectively,” commented Derek Johnston, a partner in the firm. “The CMAA World Conference provides an outstanding platform to share knowledge and experiences with club leaders from around the globe.”

 

 

About GGA Partners

GGA Partners™ is an international consulting firm and trusted advisor to many of the world’s most successful golf courses, private clubs, resorts, and residential communities. We are dedicated to helping owners, asset managers, club and community leaders, investors and real estate developers tackle challenges, achieve objectives, and maximize asset performance.

Established in 1992 as the KPMG Golf Industry Practice, our global team of experienced professionals leverage in-depth business intelligence and proprietary global data to deliver impactful strategic solutions and lasting success. For more information, please visit ggapartners.com.

 

Media Contact:

Bennett DeLozier, Manager
GGA Partners
bennett.delozier@ggapartners.com
602-614-2100

Connect with GGA Partners at the #CMAAVirtual Conference

Connect with GGA Partners at the 2021 #CMAAVirtual World Conference & Club Business Expo
March 8-12, 2021

The 2021 CMAA World Conference & Club Business Expo offers five days of stellar educational programming and the opportunity for those in club management to refresh their skills and industry knowledge, connect with fellow professionals, and explore the latest innovations and best practices.

Each year, we at GGA Partners look forward to syncing up with club managers to celebrate their successes, learn more about the challenges they are facing, and help them develop and implement a game plan for success.

As a long-standing CMAA Business Partner, we jump on every opportunity to facilitate education sessions which bring club managers together for knowledge-sharing and thought-leadership. In the hope that our paths will cross, you are invited to register for any or all of GGA’s education sessions, engagements, and activities.

Otherwise, swing by our virtual exhibitor booth, help yourself to some of our latest insights and resources, and be sure to get in touch with us by saying hello in the chat, scheduling a meeting, or dropping us a line. Let’s have a conversation about what you and your club are working on in 2021, we are always willing to assist club managers.

 


Monday, March 8

Networking Break: Ask the Expert – Feedback Systems

1:30pm-2:00pm EST

Join Trevor Coughlan from Jonas Software and Michael Gregory of GGA Partners to ask questions and discuss club feedback systems for members and customers.

ADD TO YOUR SCHEDULE

 


Tuesday, March 9

In-Conference Workshop: Setting Strategy for Long-term Success

11:00am-2:00pm EST
*Requires separate registration

Strategic planning is on everyone’s mind these days. One of the most frequent questions about strategy seems to be “Given the current environment, how do we actually set strategy for long-term success and sustainability?” and followed closely by “How do we implement a strategic plan in our club?”

This three-hour session is a hands-on approach using real-life case studies, allowing managers to interact and learn from each other, with the GGA team providing ideas and solutions. The session will leverage GGA’s processes, research, and experience and provide engaging opportunities for delegates to contribute.

During the first half of the session, participants will have the opportunity to learn from the GGA team and subject matter experts in strategic planning, governance, communications, member feedback, market research, financial planning, and analysis.

During the second half of the session, participants will be separated into smaller virtual breakout rooms with fellow club managers. In these virtual rooms, participants will have the opportunity to share their initial thoughts about the case and discuss solutions with their peers. The breakout rooms will subsequently rejoin to form one large group, at which point participants will be asked to respond to questions about the case using real-time polling software. Responses to the poll are individual and anonymous. This dynamic session will allow participants to see how their responses compare to their peers and hear from GGA how their answers may differ from industry best practices.

The session will conclude with the case solutions being shared with participants. By the end of the session, participants will achieve a better understanding of the importance of strategic planning for private clubs, proven processes for setting long-term successful and sustainable strategies, how strategic plans are implemented and become advocates for strategic planning at their respective clubs.

Join the GGA team: Henry DeLozier (Partner), Stephen Johnston (Partner), Derek Johnston (Partner), Michael Gregory (Partner), Craig Johnston (Partner), Fred Laughlin (Director), Eric Brey (Director), Linda Dillenbeck (Director), Bennett DeLozier (Manager), and Ben Hopkinson (Manager).

ADD TO YOUR SCHEDULE

 


Wednesday, March 10

Club Business Expo

12:30pm-1:30pm EST

Swing by the GGA Partners virtual exhibitor booth, help yourself to some of our latest insights and resources, and be sure to get in touch with us by saying hello in the chat, scheduling a meeting, or dropping us a line.

VISIT THE GGA PARTNERS BOOTH

 


Thursday, March 11

Adopting Proven Methods of Engaging the Next Generation of Club Members

10:30am-11:30am EST

Research findings highlight how clubs can adapt and develop their offerings to meet the needs of the next generation of members and customers. Hear from four managers whose clubs are quite different, and whose perspectives represent the next generation of club managers. The panel discussion will provide valuable insights about Millennials, the challenges they face, and the opportunities for clubs to be more relevant to the next generation of club members in their membership structure and pricing, offerings, and experiences provided.

Join Michael Gregory (Partner, GGA Partners), Jay Johnson (GM/COO, Prairie Dunes Country Club), Daniel Moreno (The Briar Club), Kristen LaCount (GM, The Country Club), and Passion Graham (Clubhouse Manager, Desert Mountain Club).

ADD TO YOUR SCHEDULE

 

Networking Break: Ask the Expert – Club Trends

1:30pm-2:00pm EST

Join Bennett DeLozier from GGA Partners, and Amilcar Davy from CMAA, to discuss early results from the CMAA Trends Survey entitled A Club Leader’s Perspective: Emerging Trends & Challenges.

ADD TO YOUR SCHEDULE

 

Club Business Expo

3:30pm-4:30pm EST

Swing by the GGA Partners virtual exhibitor booth, help yourself to some of our latest insights and resources, and be sure to get in touch with us by saying hello in the chat, scheduling a meeting, or dropping us a line.

VISIT THE GGA PARTNERS BOOTH

 


Friday, March 12

The Keys to Effective Communications

12:30pm-1:30pm EST

Join Linda Dillenbeck (Director, GGA Partners) and Bennett DeLozier (Manager, GGA Partners) for insights into the steps club managers can take to ensure their communications are clear, concise, and effective. In this session, we’ll discuss how clubs can forge stronger bonds with members, and successfully engage prospective members in the wake of these fundamental shifts in perceived value.

ADD TO YOUR SCHEDULE

 


 

About GGA Partners

GGA Partners™ is an international consulting firm and trusted advisor to many of the world’s most successful golf courses, private clubs, resorts, and residential communities. We are dedicated to helping owners, asset managers, club and community leaders, investors and real estate developers tackle challenges, achieve objectives, and maximize asset performance.

Established in 1992 as the KPMG Golf Industry Practice, our global team of experienced professionals leverage in-depth business intelligence and proprietary global data to deliver impactful strategic solutions and lasting success. For more information, please visit ggapartners.com.

GGA Partners Expands Research & Survey Capabilities with the Addition of Experienced Hospitality Research Professor

Dr. Eric Brey, PhD, joins GGA Partners as a Director to bolster consumer research capabilities

TORONTO, Ontario – GGA Partners has expanded its portfolio of services for private clubs, public golf courses, residential communities, resorts, municipalities and hospitality clients with the addition of an experienced research mind and acting hospitality educator.

Dr. Eric Brey, PhD, a researcher and professor at the University of Wisconsin-Stout, School of Hospitality Leadership, has joined GGA Partners as its newest director to expand the firm’s research efforts.

Dr. Brey’s research expertise will strengthen GGA’s capabilities in customer feedback and market research, both of which are core services for GGA. One of the many expanded offerings the addition of Dr. Brey supports is 3-Factor Theory Analysis designed to provide a deeper and more meaningful understanding of the touchpoints that have the greatest potential to impact customer and member satisfaction.

professional headshot of Dr. Eric Brey, PhD
Dr. Eric Brey, PhD

Recently, Medinah Country Club engaged Dr. Brey to conduct 3-Factor Theory Analysis using the raw survey data collected by GGA. “Identifying the touchpoints important to our members provided tremendous insight across our entire operation” stated Medinah Country Club General Manager Robert Sereci. “Clubs will benefit greatly by using this methodology to pinpoint opportunities on which to focus enhancement efforts to achieve the highest level of enjoyment for their members.”

In addition to enhanced customer satisfaction analysis, Dr. Brey’s vast experience in consumer research will provide expanded opportunities for survey interpretation, managed customer feedback, third party performance monitoring and analysis of existing client data to support GGA’s strategic planning and business intelligence services.

“The synergies created by combining GGA’s expertise in research and strategic planning with the knowledge and experience I bring to consumer research are exponential,” commented Dr. Brey. “Together we will be able to assist golf, club, resort and municipal operators with more detailed and comprehensive data analysis that will enhance their ability to make strategic decisions and improve their operational efficiency and customer experience.”

“Research is a cornerstone of our firm and consumer satisfaction is just one component of GGA’s capabilities in this space. Dr. Brey will play a key role in elevating GGA’s industry leading research, and will apply research best practices and new methods to develop even stronger insights for our clients,” commented GGA Partner Michel Gregory. “As a firm we are working to develop an all-encompassing approach to measuring real time, periodic, and long-term consumer feedback that will benefit a wide range of clients in the private club, resort and hospitality industries as well as municipalities who own golf and leisure assets”.

 

About GGA Partners

GGA Partners™ is an international consulting firm and trusted advisor to many of the world’s most successful golf courses, private clubs, resorts, and residential communities. We are dedicated to helping owners, asset managers, club and community leaders, investors and real estate developers tackle challenges, achieve objectives, and maximize asset performance.

Established in 1992 as the KPMG Golf Industry Practice, our global team of experienced professionals leverage in-depth business intelligence and proprietary global data to deliver impactful strategic solutions and lasting success. For more information, please visit ggapartners.com.

About Dr. Eric Brey, PhD

Dr. Brey earned his B.S. and M.S. from the University of Wisconsin-Stout School of Hospitality Leadership. In 2006, he earned his PhD from Purdue University School of Hospitality and Tourism Management. Dr. Brey spent six years at the University of Memphis, Fogelman College of Business and Economics, Kemmons Wilson School of Hospitality Management before joining the University of Wisconsin-Stout, School of Hospitality Leadership in 2012. In his current role, he serves as professor and chair of the school, teaching marketing, strategy and customer analytics courses, and conducting research on consumer-centric strategy.

Dr. Brey has published numerous peer and refereed journal papers, written industry white papers and book chapters, received many recognitions and honors and has conducted applied research for the United States Golf Association. Recently, Dr. Brey completed a research study for the USGA identifying more than 1,000 touchpoints golfers can have throughout their experience that impact satisfaction and dissatisfaction. The results of the research will provide insights to help operators gain a firm understanding of what customers need and how to meet and exceed those expectations.

 

Media Contacts:

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

 

Webinar: Member Surveys in Uncertain Times

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.

Webinar 4/23: Leverage Surveys to Engage Members During COVID-19

MEMBERINSIGHT ANNOUNCES NO CHARGE FOR THREE MONTHS

JOINS GGA PARTNERS FOR A WEBINAR FOCUSING ON HOW TO LEVERAGE SURVEYS TO ENGAGE MEMBERS DURING COVID-19

Markham, ON Canada – MemberInsight, a Jonas Club Software company, and the industry-leading member survey platform, announces today that their survey functionality is being made available to clubs at no charge for three months. Together, MemberInsight and GGA Partners, the leading consulting firm to many of the world’s most successful clubs and communities, will also co-host a webinar to discuss the power of member surveys in the time of COVID-19.

“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 addition to the special offer, MemberInsight and GGA Partners are co-hosting a one time webinar focusing on how clubs, regardless of their survey platform of choice, can better utilize members surveys during this difficult time. The webinar will be co-hosted by Trevor Kluke and Matt Cooper of Jonas Club Software, and Michael Gregory and Ben Hopkinson of GGA Partners and will take place on Thursday April 23, at 14:00 ET.

“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.”

The presentation will cover 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.

Clubs can take advantage of three months of MemberInsight at no charge by visiting:
https://memberinsight.clubhouseonline-e3.net/Special_Offer

The webinar will be held on Thursday April 23, 2020 at 14:00 ET.

Those interested in attending the MemberInsight and GGA Partners co-hosted webinar can register here:
https://register.gotowebinar.com/register/1880267544344608526

About Jonas Club Software – www.jonasclub.com

Jonas Club Software helps clubs thrive by focusing on the creation of exceptional experiences. These experiences are delivered through industry leading services, integrated applications, innovative technology, and long term partnerships with the clubs we serve.
Over 2,300 clubs in more than 20 countries, with memberships ranging from 20 to 20,000, utilize Jonas Club Software technology. With applications ranging from Accounting to Retail Point of Sale, Tee Time Management, Court & Class Booking, Dining Reservations, websites and Mobile Apps, Jonas Club Software is the standout choice for clubs driven to offer exceptional member experiences.

For more details visit www.jonasclub.com

Media Contact:
Trevor Coughlan
Vice President, Marketing
Jonas Club Software
Trevor.Coughlan@jonasclub.com
1-888-789-9073

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