Tag: Gregory

Executive Search: GM at Bayview Golf & Country Club

Date:

GENERAL MANAGER
BAYVIEW GOLF & COUNTRY CLUB
Toronto, ON

 

The Club:

Bayview is an outstanding, all-season Toronto Country Club. Centrally located in the GTA, Bayview has been a treasured part of members’ lives for nearly 60 years. Bayview members enjoy a world-class golf course complemented by exceptional sports, recreation, dining and social experiences, all centered in a modern, full-service family private club setting with curling, tennis, aquatics and fitness facilities.

An impeccable world-class golf course serves as a focal point for our Bayview family. Play outdoor in summer and indoor in winter on Bayview’s six highest-quality Har-Tru courts. Enjoy a full range of programs from friendly daily play to competitive tournaments and inter-club competitions. It’s a cottage in the city! A fabulous 13,000 sq. ft. complex featuring sparkling heated swimming pool, huge sunning deck, swimming lanes, splash pad and wading pool for kids, and delicious poolside dining.

Bayview has a rich history and is well-positioned for future success due to its strong and diverse membership roster, industry leading management team and recently completed significant clubhouse and golf course improvements.

The Position:

The General Manager (“GM”) is the leader of Bayview’s management team and is responsible for managing all facets of the Club’s operations. The GM manages the affairs and directs the employees of the Club subject to and in accordance with the direction of the Board of Directors (the “Board”) acting through the President, who exercises supervisory authority over the GM. The GM attends all meetings of the Board and is an ex-officio member (i.e. non-voting member) of all Board committees.

The GM will be responsible for the following:

Our Membership Experience:

  • Develop and deliver a consistently outstanding member experience commensurate with specified member expectations and in keeping with a premier Tier 1 private golf and country club.
  • Manage all aspects of the Club’s activities to ensure and maintain the highest standards and quality of activities and service provided by the Club to ensure a high level of member satisfaction as measured by our annual Club survey.
  • Oversee the development and successful implementation of all marketing and member relations programs to both attract new members and foster positive relations with existing members and their guests. Ensure all new club members are “met” and properly oriented to the Club. It is important to be visible and accessible to our members.

Our Operational Excellence:

  • Develop and implement best-in-class and industry leading operating policies, programs, procedures and methods while directing the work and promoting the development of all department managers.
  • Monitor long and short-term financial objectives and reporting. In consultation with the Board, Finance Committee and Director of Finance and Administration, prepare and execute the financial plan for the Club as follows: (i) develop annual operating, cash, and capital budgets; (ii) monitor monthly budget and other financial information (iii) initiate effective corrective action as required (iv) approve invoices and other arrangements before inception or payment; and (v) prepare and make timely financial reports to the Board.
  • Monitor and stay current with industry trends and ensure Bayview implements improvements as required. Act as a focal point in the development of the Club’s long-range strategic and annual tactical plans consistent with the Club’s long-term strategic direction.
  • Ensure compliance with all legal and regulatory matters affecting the Club.

Our People:

  • Maintain and develop a management philosophy that recognizes our people are a key part of the foundation of the Club’s success in delivering a great membership experience and competitive advantage. Actively promote a positive work environment where teamwork is emphasized.
  • Develop and monitor basic Human Resource policies consistent with the Board’s desire to treat employees fairly at all times and be compliant with all laws/regulations.
  • Manage and clearly define direct reports goals and objectives. Provide consistent feedback towards continuous improvement, and ensure appropriate personal development occurs, while incorporating succession planning for all key leadership roles.
  • Be visible and approachable to all employees.

Communication:

  • Provide quality and timely communication with the Club’s President, Board, employees and members. Working collaboratively with the Board, this position will take responsibility/ownership of all aspects of Club operations, and share in the Club’s overall success.

Direct Reports:

Clubhouse Manager; Controller; Head Golf Professional; Golf Course Superintendent; Fitness Manager; Director of Tennis; Marketing & Membership Manager; Executive Chef and Curling Manager.

Candidate Profile:

The GM reports to the Board of Directors acting through the President. Given the leading role this individual will play in achieving the strategic and business objectives of Bayview, it is essential that the successful candidate possess the following core competencies, experience and attributes:

Leadership Skills:

  • A dynamic leader with the ability to build strong teams by motivating staff and leading by example. Has the ability to provide direction and expectations, performance feedback and recognition that leads to positive outcomes to enhance Member experiences through inspiring department managers and employees. Exhibits leadership skills in team building, employee motivation and service training and is respectful and professional in all interpersonal dealings.

Standard of Care:

  • Thorough understanding of and capacity to consistently deliver exceptional standards of service commensurate with a Tier 1 private golf and country club.
  • Ability to set and maintain high standards for all facilities, services and communications.
  • Leads our Commitment to Health and safety protocols and processes.

Interpersonal/Fit:

  • Demonstrates integrity and ethical conduct in words and deeds; embodies the characteristics of a successful GM through honesty, straightforwardness, accountability, leadership, and dedication.
  • A self-starter with a results-oriented work style combined with excellent verbal and written communication and interpersonal skills demonstrated with all the Club’s stakeholders.
  • Demonstrates energy and a desire to interact with the membership.
  • A confident, diplomatic and competent professional who is a “doer” and a take charge person who recognizes the importance of accountability.
  • Strong professional deportment with a clear commitment to member service through an open and transparent member approach while maintaining a professional balance between empathy and process adherence.

Business/Finance Skills:

  • An entrepreneurial style combined with a background in all aspects of business management including business development, finance, information technology, human resources, risk management and performance management.
  • A strategic thinker with strong business acumen.
  • Experience managing complex capital projects.
  • Direct experience with golf, tennis, curling, fitness and food and beverage businesses.
  • Incorporates succession planning by preparing staff for key leadership roles.

Education:

  • A post-secondary degree in business or a related discipline is preferred.

Experience and Accreditation:

  • Previous experience as a senior leader at a private golf and country club or other similar top tier golf facility, with a passion and understanding of what it means to have a premium country club experience.
  • Experience in the hospitality industry beneficial.
  • Experience reporting to a Board that has adopted a club governance structure and processes to lead the Club and GM to success.
  • A Certified Club Manager designation (CCM) is preferred.

Note: The position is currently vacant.

Compensation:

The Club will offer an attractive compensation package, commensurate with experience, which will include a competitive base salary and benefits. The GM/COO also participates in the Club’s performance bonus award program.

Inquiries:

IMPORTANT: Interested candidates should submit resumes along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the prescribed position by Wednesday, November 25, 2020. Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Bayview Resume” and “Last Name, First Name, Bayview Cover Letter”) respectively to: execsearch@ggapartners.com.

George Pinches, Director
GGA Partners
execsearch@ggapartners.com

Michael Gregory, Partner
GGA Partners
michael.gregory@ggapartners.com

 

For more information on Bayview Golf & Country Club please visit www.bayviewclub.com.

Webinar: Member Surveys in Uncertain Times

Date:

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

Date:

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

When Compliance Meets Health and Safety

Date:

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.

GGA Expands Senior Leadership Ranks

Date:

Michael Gregory and Craig Johnston named partners of the firm

TORONTO, Ontario – GGA, the leading authority on successful ownership and management practices for golf, private club, resort, and residential real estate businesses, has named Michael Gregory and Craig Johnston partners of the firm.

Gregory joined GGA in 2007 following a successful college career during which he was an All-American scholar earning a business degree and captain of the golf team.  Since joining the firm, he has helped more than 400 clubs develop and implement a game plan for success. In addition to his client relationships, Michael has managed the firm’s internal workflow team of business analysts and market researchers for the past five years.

Gregory serves as a lead strategist for successful private club business and membership solutions at GGA and is renowned for his ability to use comprehensive membership and market intelligence to develop actionable strategic solutions for clients.

Johnston is a Chartered Professional Accountant (CPA, CA) and alumnus of KPMG. Prior to joining GGA, as a ranked equity research analyst for Scotia Capital, he was recognized in 2016 by Thomson Reuters as the #1 earnings estimator in his sector.

Johnston supports GGA clients in the development and implementation of goal-oriented business strategies to achieve targeted operating and investment objectives. He is a seasoned business strategist and investment executive who leads GGA’s transaction advisory practice, having successfully advised on some of the largest transactions in the club industry over the past three years.

“Craig and Michael have distinguished themselves as expert, reliable confidants to our clients and deliver value day-in and day-out,” commented GGA Senior Partner Henry DeLozier. “The firm will benefit from their joining the senior leadership ranks.”

“Both Michael and Craig have become clear leaders in our firm and mentors to our team of consultants,” said Founding Partner Stephen Johnston.  “Their work ethic and dedication to excellence in professional services is an incredible asset to our firm.”

About GGA

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 Deloitte, Fairmont, KPMG, Marriott, Pulte Homes, PwC, and Scotia Capital. For more information, please visit www.globalgolfadvisors.com.

Media Contact

Derek Johnston, Partner at GGA
djohnston@globalgolfadvisors.com
905-726-0701

Executive Search: General Manager at The Willows Golf & Country Club

Date:

GENERAL MANAGER
THE WILLOWS GOLF & COUNTRY CLUB

The Willows Golf & Country Club is looking for a General Manager to join us for an un-fore-gettable experience.

The Willows Golf & Country Club, a semi-private residential 27-hole golf course, is looking to hire for the position of General Manager. Reporting to Dream, the ownership group, the successful candidate will be responsible for all aspects of the Club. They will be the leader of our four departments: Golf Operations, Turf Care, Food & Beverage, and Administration. The General Manager is responsible to lead the team in delivering professional innovative service to our Membership and promoting a culture of excellence. The candidate must possess demonstrated leadership, financial, business, and strategic skills which are necessary to manage the facility.

The Willows is about to undertake the next phase of the residential build out and the General Manager will work with Dream to ensure a smooth transition for all stakeholders.

Wondering what this General Manager position entails?

As a General Manager you lead the entire team and set the tone for success at the Willows. Here are a few of the duties, we will discuss more in person:

  • Works closely with Dream to ensure responsible and focused governance, process/practices, efficient day-to-day operations in all departments, and adherence to short/long term goals.
  • Ensures the highest standard of quality, service, and member and guest satisfaction are met.
  • Develops and closely monitors annual budgets; manages facilities, course conditions, and capital projects.
  • Continually stays current on progressive management developments within the club industry and ensures the owners and Senior Management Team are informed of how such changes can enhance Club performance.
  • Directs the strategic planning process in conjunction with the owners.
  • Oversees creative, innovative promotions, and communications.
  • Proactively develops strategies related to the attraction and retention of Members.
  • Maintains a high level of presence at the Club during regular and special events, becoming well known and highly approachable to staff, Members, and guests.

Does that sound like you? Here are some of the qualifications we hope you bring to the table:

  • A proven track record as a Senior Manager/Supervisor at a premier facility.
  • A 4-year degree and/or CCM/CCE designation preferred.
  • Progressive leader with a strategic mindset; demonstrated ability to execute with a collaborative approach.
  • Excellent team leader with strong leadership and management skills with the ability to inspire staff.
  • A self-motivated, hardworking individual with a professional image.
  • A strong golf background, preferably with an excellent profile in the golf industry.
  • Excellent computer and presentation skills and ability to communicate at a very high level.
  • Ability to deliver extraordinary service to Members, guests and employees.

The Club will offer an attractive compensation package, commensurate with experience, which includes a competitive base salary, bonus, and other benefits.

Ready? Don’t just sit there – we wouldn’t want you to miss your opportunity to be part of The Willows team. Apply today.

Thanks for reading all the way through. We look forward to chatting with you!

Note:
The position becomes available in December 2019.

Inquiries:
IMPORTANT: Interested candidates should submit resumes along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the prescribed position by Friday, December 20, 2019.

Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Willows Resume” and “Last Name, First Name, Willows Cover Letter”) respectively to: execsearch@globalgolfadvisors.com and attention to Michael Gregory, Director.

Michael Gregory
Director
Global Golf Advisors Inc.
(416) 524-0083

For more information on The Willows Golf & Country Club: www.willowsgolf.com.

Inspiring Member Introductions

Date:

New members can be difficult to come by, especially during times of economic turbulence. But your existing core membership can hold the key to unlocking a wave of new members. GGA’s Michael Gregory explains how.

Why are your current members a valuable avenue for new members?

Members who have developed an emotional connection with your club will be proud to show it off to friends and peers. Friends and peers who will typically be of a similar income bracket, age and family profile.

Since the club’s membership proposition already appeals to those existing members, its relevance to their friends and peers is naturally much higher than it would be for a typical prospect.

Add in our findings; surveys of over 50,000 private club members each year reveal that ‘friends and family who are members’ is consistently one of the top three factors in the decision to join. For millennials, it’s even more important. All of a sudden, the importance of existing members comes into focus.

But what is it that gets these prospects over the line?

Ordinarily, a club employee will be the one selling the benefits of membership to prospects. In this case, however, its existing members. They’ll be your best advocates, your best sales men and women. They can express what it means to be a member, told through the eyes of the members themselves. A compelling and convincing message, and an effective mechanism to generate new members.

Should there be an official referral scheme in place to incentivize current members?

Before developing a formal or informal scheme you should scrutinize the current numbers. How many member referral leads do you generate? In our experience, over half of member leads usually come from referrals. If your number is far lower, you first need to ask why.

A member satisfaction survey can provide the answers. If satisfaction is low in areas central to your club’s value proposition, then existing members will not be as forthcoming in promoting the club to their friends and peers.

After your survey, isolate the areas in need of improvement and build these into your strategic plan. With the root causes of dissatisfaction being addressed, the club will organically become somewhere that members have a stronger connection with, and in turn a place they are more likely to recommend to potential new members.

It’s true that a catalyst may still be required to supplement this process and to help overturn a culture of non-referral. But a word of caution on this: a referral scheme should not be rolled out as a short-term solution to get more members. It could come across as desperate, distorting the value perception of membership at your club, and you could give too much away if not carefully developed.

We have found that recognition can be just as motivating as monetary incentives. So, before opting for the financial route, give some recognition to those who have referred members in a given month or year (which could be as simple as acknowledging the individuals in the club newsletter), then see if this spurs on more to act.

Is there something else club managers should be doing to ‘activate’ their members?

A lack of satisfaction can be one cause of low member referral numbers, but it might be as simple as not having created the opportunities for referrals to happen.

The good news is there are some simple and effective tactics you can roll out to create a fertile referral environment:

Golf days – the most obvious but often overlooked. Open days, invitation days and corporate days are a great way for prospects to experience what the club has to offer and provide the opportunity to spend some quality time on the course with other members.

Social events – allow members to invite guests along to select social events. It will introduce them to the club environment, they’ll get to meet other members and begin to feel what it’s like to be part of the membership community.

Crucially, welcome families along to these events too. We know how important spouses can be in the decision to join a club, so they need to get a first-hand look at how membership could enrich their life.

Discovery days – host a discovery day for existing members to bring along selected guests. Put together a dedicated itinerary where prospects can experience what it’s like to be a member, and give them the opportunity to join at the end of it.

Membership toolkit – arm your members with a “membership tool kit”. This can provide them with clear guidance on what to do should any of their friends or relatives want to visit or even join the club.

Is it all a numbers game?

The thing to remember is, a typical club’s attrition rate stands at around 20-35 members. With conversion rates between 8-12%, that means a club will need at least 200 prospects on any given year just to replace what they lose.

So the numbers are important. Your current members should be your most important pipeline for new members, and if less than half of your prospects come from your existing members, it’s time to pay attention and act. Your future depends on it.

The Club for Millennials

Date:

On the back of GGA’s largest piece of millennial research to date, Michael Gregory answers your questions, revealing how the findings paint a clear picture of who clubs need to target in order to build the next generation of members and customers.

For 3 years GGA and Nextgengolf have analyzed the behavior and attitudes of golfing millennials. Armed with the findings of this research, GGA have engaged with clubs and resorts on how to connect with this audience. Unfortunately, for many clubs, this generation still proves elusive. However, with the latest round of research now complete, we have the clearest ever picture of the untapped potential of millennials.

Below is a selection of questions that have been posed to me in recent months from managers and board members across North America. The answers may help you dispel millennial myths, consider your club’s actions in appealing to this generation, and, in some small way, future-proof the core of your membership.

What do you know now that you didn’t know before about millennials?

This centers around 3 areas: the trigger point for deciding to join a private club, the influence of family in decision-making, and interest in non-golf amenities.

Trigger point: 72% of millennials move to private club membership as the result of a new job or promotion, making way for more disposable income and leisure dollars.

We already know millennials are a highly cost-conscious group. However, an event relating to their work status which sees them earning more is the most powerful trigger point or motivation for them to decide to join a private club. When does this happen? Last year’s research indicated the ‘sweet spot’ for joining a private club was 33 years of age, and this remains the case.

Family: findings suggest a millennial audience is highly influenced by benefits for the whole family and gaining spousal approval when joining.

Millennials increasingly assess the value of club membership not just in individual terms, but in how their loved ones will benefit too. If club membership becomes a gateway to spending more time with those close to them, this will be key to influencing their decision to join.

Non-golf amenities: interest in non-golf amenities is on the increase, with 76% of respondents stating a desire for fitness pursuits and 71% looking for pool facilities.

This increased desire for non-golfing amenities is significant. More and more, millennials are viewing the value proposition offered by private club membership as a lifestyle choice. They may well have gym or health club memberships elsewhere, but if a private club offers those facilities too along with its numerous other attributes, it is more effectively positioned to win out in the millennial mind.

Do I need to create a millennial membership or reduce the cost of membership to appeal to this group?

2019’s findings reaffirm the issue of cost for millennials. Both dues and initiation fees continue to be barriers, and it is a reality that clubs will need to compete on price to appeal to this group (how much depends on the club’s location and market position).

But there’s also a bigger picture at play. While price is (and likely always will be) important, the best performing clubs are focused on creating an experience that enhances millennials lifestyles and develops a sense of emotional connection and belonging. An experience that also enhances the lifestyles of their family strengthens this connection, elevates the value proposition and paves the way for greater price elasticity.

Are there clubs out there who are successful in attracting and retaining millennial members? What can I learn from them?

Most definitely. We’re witnessing clubs roll out a number of effective initiatives to attract and integrate millennial members.

My advice?

  • Welcome millennials into the governance structure. They want a voice and the overall membership benefits from fresh, younger ideas at the committee level.
  • Encourage them to get involved with events. Some older members may be reluctant at first, but, actually, most will love the injection of youth into events.
  • Find ways to get the family involved, even if you only offer golf. Socialization is key, as is spousal approval. Need some inspiration?
    • Offer periodic child care (for a fee) so couples can enjoy time together at the club
    • Host live music outdoors where young couples can socialize
    • Increase service levels when spouses are on property (call them by name, remember their drink, be ready for them)

Any interesting developments or emerging trends from this year’s findings?

We know that millennials are a time-strapped generation. Between work and family life they don’t have a great deal of time left to dedicate to leisure interests. It’s for that reason, in recent years, we’ve witnessed the convergence of leisure and family, with more and more clubs becoming family-friendly and a place for families to spend time together.

Now, we’re starting to see work come into the equation, which is no great surprise as 74% of respondents stated work commitments prevent them from playing more. Clubs are capitalizing on the trend by creating an environment that makes the transition from work to golf and club easier. This could involve investing in modern business facilities with shared workstations, calling booths and private meeting rooms to accommodate their needs.

As there appears to be no letup in time pressures on this generation, we’d expect to see an increasingly closer union between work, family and leisure time.

 

Is your club in need of a shift in focus to appeal to a wider and younger audience of prospective members?

Connect with Michael Gregory to see how GGA’s expertise and insights
in this area can help your club.

Useful links:

Millennial Golf Industry Survey 2019
The Truth About Millennial Golfers 2018
The Truth About Millennial Golfers 2017

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