The Conversations That Shape Business Results

Every club manager understands the value of effective conversations, with members, guests, employees, Boards and other stakeholders. Equally as important, is how the club approaches these conversations. What steps should clubs take to obtain the valuable information to hold effective conversations?

Surveys have historically served an essential role in building and maintaining successful club operations. As data analysis methods and technologies advance, surveys are now offering insights derived from data collected that were not previously available. In addition, surveys offer a valuable relationship-building practice with members and employers, the feeling of being heard.

As data-informed decision making has become increasingly vital in club management, surveys continue to serve a crucial role in the member feedback loop as clubs continually collect the right data to inform their operational strategies.  While operational and market data create a general understanding, surveys can target specific areas of interest to deliver unique insights that allow clubs to enhance their operations.

Types of Surveys

Surveys at clubs can be utilized for a variety of reasons, but all with the common goal of gathering data that can be used to inform decisions.

Member surveys are common and effective ways of gathering data. These can be in the form of an annual satisfaction survey, strategic surveys, or short pulse surveys aimed at capturing members’ opinions on a smaller range of topics (for example, food and beverage). These surveys usually have the highest levels of participation due to their short length. Overall, what separates member surveys is the customizable availability of the right data to identify opportunities for the club. By asking members their opinions and then acting on that information, members understand what they were asked, and they know the data is being used to keep their best interests at the heart of any changes.

Recent advances in statistical analysis allow clubs to extract even greater insights from satisfaction survey questions. One common error is to focus on those areas of the club that have the lowest satisfaction ratings. Instead, it is important to identify which areas of the club could benefit the most from investment to deliver ROI for members. Using advanced techniques allows clubs to identify touchpoints that can drive increased overall satisfaction by eliminating dissatisfaction and find those targeted risk areas that can negatively influence the member experience.

Another form of club surveys is the employee survey, which is becoming more popular at private clubs, especially considering the labour challenges that many have faced over the last few years. Like member satisfaction surveys, these surveys measure the satisfaction amongst employees regarding performance reviews, tools and resources, training, as well as their relationships with other staff members and club members. These surveys are a valuable way to build morale and satisfaction amongst employees, which contribute to increased retention rates.

Benchmarking Satisfaction

Satisfaction ratings are important to help make decisions. Changes in member preferences, economic conditions, or the industry are often reflected in satisfaction ratings and can be tracked and highlighted if the survey is repeated annually. Maintaining benchmarks as accurately and comprehensively as possible,  but also club and member profiles to provide segmented understanding, becomes important so you are aware of whether changes at your club are reflective across the industry, or which areas of club operations should be focused on the most.

During COVID-19, it was common for access to tee ratings to decrease and create strain on the golf course due to demand that exceeded previous years. Demand levels have begun to fall slightly in 2022 but continue to be far higher than before the pandemic began. Furthermore, understanding industry survey trends and best practices falls into favour when conducting surveys. For example, food and beverage operations are typically the most scrutinized area of club operations. However, a lower satisfaction rating for dining than the satisfaction rating for the golf course fairways does not necessarily mean that your club is struggling in that area. Accurately benchmarking this area of operations is important for club managers and their Boards to understand whether their ratings are unique or concerning.

Planning for the Future

Surveys are a useful tool for future planning at the club, ranging from interest in new amenities to changes to the club’s future vision. Asking members about their interest in potential capital projects helps prioritize these projects. Ensuring that members are asked about their tolerance to pay for these projects is an important consideration as this knowledge will help significantly in the planning/budgeting phase.

The club’s vision is another important aspect in helping the Board and management with decision-making and guiding the club into the future. Asking appropriate questions on members’ opinions of their future vision of their club offers them the opportunity to help guide the club’s positioning, based on their perceptions of the ideal private club experience.

Five Tips for Developing an Effective Survey

  1. Avoid including leading questions or those that may lead to confirmation bias as members want to know that their opinions matter, and that decisions haven’t already been made about changes to the club.
  2. Regularly conduct surveys, annually, if possible, to accurately track trends in satisfaction levels and member preferences as part of a larger data strategy.
  3. To prevent higher drop-off rates and lower response rates, keep the survey brief.
  4. Consider offering rewards or incentives for completing the survey and send gentle reminders; this typically increases the response rate, reduces costs, and is better for the environment.
  5. Ensure you ask questions to effectively segment the data to identify member differences; demographic questions are important but layered techniques, such as family life cycle, yield deeper insights.

As data collection methods and technologies continue to evolve, clubs that engage their members, employees and relevant stakeholders will gain a strategic advantage. Holding the conversations that matter and subsequently acting on what is needed will contribute to keeping your club connected, competitive and successful.

This article was authored by Michael Gregory, Partner and Andrew Johnson, Senior Associate for the Club Management Association of Canada’s Club Manager Quarterly Magazine. 

National Club Association 2022 Member Survey

In a research collaboration with the National Club Association, we surveyed over 230 club leaders and board members across the globe on how their clubs are governed, the use of strategic plans to guide decision making, and the methods and effectiveness of their brand communications. The data collected through this survey provides club leaders the ability to compare their governance, strategy and communications operating model and methods. The survey also identifies the challenges private club leaders anticipate in the changing economy as they navigate the challenges and opportunities ahead.

Highlights

Governance

Private club boards are becoming more sophisticated, employing a corporate approach of focusing on strategic issues and delegating authority to the General Manager to manage operations. Although traditions die hard in the club community, the benefits of smaller boards, flexible terms and more efficient election processes have helped private club boards to do more by doing less. As clubs move from contested election processes, their pool of members willing to serve on their boards increases as does the quality of their board members, who are elected on their ability to serve as effective governors.

Strategy

Seven in ten (71.3%) of respondent clubs rely on strategic plans to .guide their decision making. The top two strategic initiatives are improving member satisfaction, and the means to generate capital for improvements

Brand and Communications

Private clubs employ a variety of methods to stay abreast of member sentiment, including focus groups, surveys, listening sessions and polls. Board communications appear to be increasing, with more than 30% issuing updates on a monthly basis. Seven of ten respondents rate their members communications efforts as effective, while just over one in ten (12%) believe they could do a better job.

Education & Resources

Continuing education related to trends, best practices and policies related to governance, labor, legal and operations are the desired intelligence NCA and GGA Partners can provide to help Board Members and club managers operate their facilities more effectively and efficiently.

Read the Report

Get in touch

For more information, please contact us.

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

Why You Need More than One Member Survey

Member satisfaction surveys are a rich source of data and intelligence for measuring year-on-year club performance, but fall short of accounting for the changing face of members’ needs and expectations. GGA’s Michael Gregory explains the need for a different type of survey, and the questions you be should be posing to your members.

Why is it that member satisfaction surveys are not an effective mechanism to capture everything that members need, want and expect?

By definition, the primary objective of a member satisfaction survey is exactly that: to measure member satisfaction.

Straying from an accepted format or structure without providing the necessary context may lead to a drop off in engagement levels. So, while you can potentially look to feed in additional questions to source particular information or data from your members, the key is to be relevant.

The advantage of a survey for any given situation is the club’s ability to gauge members’ feelings or attitudes on that specific topic or project. If the board is considering a capital project – a new clubhouse for instance – a dedicated survey would represent an effective way of obtaining some invaluable insights, as well as learning whether members could tolerate increases to dues in order to accommodate this, and support for other methods of funding.

Can members get ‘survey fatigue’? If so, how can you avoid this situation to ensure you capture reliable, insightful data?

Undoubtedly. Times have changed and we have witnessed first-hand how the willingness of members to devote significant time to surveys is decreasing.

Around 10 years ago, it was entirely possible to carry out a combined satisfaction and strategic survey of members which could take up to 45 minutes to complete. With changes to device use and attention span, new tactics have emerged to overcome the possibility of survey fatigue, including:

  • Different types of surveys – from shorter, pulse surveys to more immersive, philosophical, and strategic surveys. Providing each is structured to capture the interest and engagement of members, this will mitigate any possibility of an attention ‘drop off’.
  • Segmentation – not all surveys will require input from all members. So, providing you involve an appropriate cross section for a given survey, this will ensure you’re not asking too much of too many members all at once.
  • Accessibility – by making all options available to your members in terms of how they can complete a survey (cell phone, tablet device, desktop or hard copy), you allow them to make a choice in which way they find most comfortable, convenient and quick.

Finding the right survey approach demonstrates to your membership that their opinion matters, you are open to change, and that the club wishes to maximize its relevance to the majority of members. Crucially, it eliminates the possibility of a reactive ‘culture creep’ where decisions are made on the basis of vocal minority opinion rather than how they should be made – through data-driven decision making.

When’s the optimum time to be running member survey(s)?

This is really determined by the need and seasonality for each club. Some surveys will be linked to time-defined events (such as those focused towards capital projects), so would need to happen within a given window.

If a club is looking at a strategic or attitudinal survey then the timing is somewhat less critical – though the off-season can be a good time to survey members on these topics.

Things are more certain when it comes to surveying members on how satisfied they are. Our research and data in this area points to the period following the peak season as the optimum time to question members about their year-on-year sentiments towards the club, and there are some key reasons for this:

  • Members have just experienced the club in its best light – so they are more likely to be engaged, positive, but also practical and pragmatic in their assessment and recommendations.
  • A maximum number of members are utilizing the club – with the seasonal nature of a number of clubs, members can often go into hibernation during the off-season. So, surveying these individuals at a time when the club is far from their mind and everyday life is unlikely to provide qualitative data and insights. Conversely, questioning members when the club is a highly relevant part of their day-to-day life will ensure everyone’s voice is heard.

How do you interpret the findings and how (much) should they help to inform wider strategic club intentions?

Asking the right questions is only part of the process. Much of my work involves spending a great deal of time interpreting results by looking at the key drivers and mapping these against various demographic filters; this reveals differences of opinion between various groups such as men and women, newer and longer-tenured members, younger and more senior members, and various other categories. All helping to fuel the right future strategy for the club.

However, this process can be more complex than what it seems.

Take, for example, a case where the food and beverage operation is the lowest rated component of the services, amenities and activities available to members. The natural inclination would be to hone in on this area as one requiring action and improvement. But this is where key drivers come in. What really drives the satisfaction of members? Which areas are they most sensitive to? And therefore, where should your focus lie (not always the lowest-ranked component)?

Once these key drivers are determined they can prompt specific strategic action, or, in cases where more information is needed, spin off surveys. Understanding the key factors that are driving member satisfaction helps to interpret survey results in an aggregate context, one in which outputs on specific questions are considered relative to others in order to help the club prioritize areas of focus and support justifications for doing so.

What have you observed from clubs who do/don’t take a keen interest in finding out more about the needs and wants of their members?

Making operational and strategic decisions based on perception or the opinions of a vocal minority is one of the greatest risks a club can face.

The club that makes it a priority to obtain feedback from its members has a solid understanding of the factors that caused its members to join, an annual measure of current performance relative to expectations, understands the key drivers of satisfaction, and has a clear notion of its members’ hopes and goals for the club.

More than that, by taking an active interest in the opinions of its members, the club takes them on a journey and demonstrates trust, transparency, and the benefits of data driven decision-making along the way.

In cases where the vocal minority come forward with points of dissatisfaction, the robust data at the hands of managers creates a credible sense of authority when engaging in dialogue.

Any final thoughts to add?

In any member survey, communication and transparency are key. Start your process with focus groups – this helps generate buy-in and trust in the process, and also shows you are (literally) willing to listen to the opinions of members.

Once you have embarked on the process, keep members informed about the next stages and the reasons behind conducting a survey. It’s highly likely they will speak with one another about the process and the details of any survey, so regular club communication will ensure there’s no room for misinterpretation or myths arising.

The final, and arguably the most important consideration, is confidentiality. Members should embark on a survey in the knowledge that their individual responses will be securely held by an independent third party. This affords them the opportunity to respond candidly and feel comfortable enough to air out dissenting opinions, frustrations, and constructive criticisms that may bring to light or reinforce issues which otherwise may not be shared.

Crucially, this arms club leaders with the authentic, informative feedback they need to be effective strategists.

This article was authored by GGA Senior Manager and Market Intelligence expert Michael Gregory.

Menu