Tag: recruit

Millennials & Golf’s Value Proposition

Date:

GGA Partners and Nextgengolf Release Findings from Annual Research Study on Millennial Golf Community

Over 1,600 millennial golfers share habits, attitudes, and preferences about golf

TORONTO (June 10, 2020) – In an ongoing research collaboration, Nextgengolf and GGA Partners have released their annual study on the millennial golf community.

Nextgengolf is a growth-of-the-game subsidiary of the PGA of America.  GGA Partners serves as an international consulting firm and trusted advisor to many of the world’s most successful golf courses, private clubs, resorts, and residential communities. Together, their report suggests ways golf facilities can adapt and develop their offerings to meet the needs of the next generation of members and customers.

“Not every millennial is the same, but it’s often communicated that way,” said Nextgengolf Director of Operations Matt Weinberger. “In our continuous work with the millennial audience and now Generation Z, we see tremendous opportunity for golf facilities to deliver value to young people, while operating their businesses successfully. The key is understanding how golf businesses mesh with millennial lifestyles.”

Featuring valuable insights about millennial golfers, the challenges they face, and opportunities for facilities to help support the long-term sustainability of the game, the research reveals three overarching observations:

1. The lifestyles of millennial golfers have changed the way they approach, experience and enjoy the game of golf.

Leading fast and casual lives, the millennial concept of “golf lifestyle” is evolving to allow for more flexibility, greater efficiency, a unification of multiple social activities into a single experience, and experimentation with the way the next wave of customers and members engage with the game.

2. Socialization and relationships are important for millennial recruitment and retention.

Millennials typically start playing golf as a result of encouragement from a family member. They primarily continue to play because of their own friendships, using golf as a platform for shared activity and a chance to connect. Family is a huge factor for millennials and will increase in significance, especially as it relates to private club membership.

3. Cost is a major concern for millennials and the biggest barrier for them to play golf.

This is partially due to lifestyle evolution and primarily as a result of funding capability.  The good news is that millennials show strong interest to join private clubs under the “right” fee structure – traditional club membership offerings and conventional fee structures are less appealing to millennials than previous generations.

“When it comes to private club membership, costs continue to be barriers for millennials but there’s a bigger picture at play,” observed GGA Partner Michael Gregory. “While price is 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.”

Focused exclusively on an audience of active, avid millennial golfers with prior golf interest and experience in tournaments or golf events, the 2020 study brings forward survey findings from more than 1,650 millennial golfers and builds upon research annually conducted since 2017. To date, more than 5,200 survey responses have been analyzed during the four-year research study.

Details on these findings and more are illustrated throughout the full report, titled “Millennials & Golf’s Value Proposition” and available on the GGA Partners and PGA of America websites.

Click here to see the findings and download the report

 

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, visit ggapartners.com.

About Nextgengolf

Nextgengolf is an inclusive organization with the mission to provide golfing opportunities, keep golfers in the game, and make the game of golf more relevant for high school students, college students, and young adults. Through our NHSGA, NCCGA and City Tour products, we cater to golfers 15-40 years old by proactively keeping golfers engaged through events and bringing new players into the game. In 2019, Nextgengolf was acquired by the PGA of America. For more information, visit nextgengolf.org.

About PGA of America

The PGA of America is one of the world’s largest sports organizations, with nearly 29,000 professionals who daily work to grow interest and participation in the game of golf. For more information about the PGA of America, visit PGA.org, follow @PGAofAmerica on Twitter and find us on Facebook.

 

Contact

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

Michael Abramowitz
PGA of America
561-389-4647
mabramowitz@pgahq.com

Not the Time to Wait

Date:

Henry DeLozier highlights three important points for club leaders to ramp up club operations and refine their game plan.

When asked what steps they are taking to prepare their business for the post-COVID-19 environment, many small- and medium-sized business owners and managers say they’re taking a “wait-and-see” approach. While that attitude is understandable, with conditions and health and safety guidelines changing by the day, it’s also not advisable.

The more effective strategy is the one that many other businesses are taking to navigate the crisis in creative and productive ways: Anticipating and preparing for a post-COVID-19 business, whenever that may come and whatever it might resemble.

In a wide range of businesses, preemptive leaders are driving revenue through new marketing tactics and sales channels, putting new incentives in place to spur immediate purchasing and capture pent-up demand, moving more of their in-person interactions online, pivoting their business to address new needs and developing new products to position their business when customer demand returns to normal.

Others are enhancing their digital presence by sprucing up their website with new content or fixing online issues for a better customer experience. And many businesses are strategizing by mapping out potential scenarios for the future.

Three important points to consider when ramping up club operations:

1. Update the club’s financial plan.

The business interruption and financial impacts will be profound and may even threaten the club’s existence. The board must reset the club’s financial plan by evaluating the current in-flow of dues revenue and the realistic projection of pending banquet and catering activity. Refer to the club’s historic reference points for revenue as the key component in ramping up successfully. Balance revenue projections with the probable attrition rate caused by members who will leave the club for health and financial reasons.

Look realistically at the club’s expenses and prepare yourself – they will be discouraging. Plan to restart programs and services in a phased manner that focuses on the most popular and engaging programs in the eyes of your members.

It’s important to remember that members may have different priorities in a post-recession world. Knowing what those are through surveys and focus groups is far more advisable than assuming the old normal is also the new normal. Keep in mind that the club may not be able to restart at a level and pace that meets members’ expectations without what may be significant investments.

In a financial sense, the club is starting over financially. This can be good for clubs overloaded with expensive debt since it gives them incentive to renegotiate their debt structure. Interest rates are at historic lows and will remain so for some time. This makes it a good time to restructure the club’s financial plan to remove historic flaws, such as membership-optional communities and outdated governance practices.

2. Strengthen your team.

Every club in your area is being affected differently by the pandemic. Some will retain staff with little change. Others will be forced to reduce operations, programs and staff. Some of your own employees will decide not to return or may be unavailable. Be prepared and recruit aggressively to fill and strengthen key positions on your team. It’s also a good time to review and update personnel records, roles and benefits.

3. Introduce new social programs.

As leaders hit the reset button, remember that private clubs enjoy an emotional relationship with their members far more than a transactional one. When evaluating and creating programs, consider the following:

Members will want to see one another and be seen. There will be a great opportunity for friends to be reunited and reminded that their club is a safe haven for their families and friends.

Look at events that are either successive – where one event sets the stage for the next – or part of a series of similar events. Give members the sense of ongoing relationships rather than one-off types of events.

Host member information exchanges. As members anticipate their clubs reopening, they will have lots of questions, which can be boiled down to “What’s changed – and what hasn’t?” Assemble a team of staff members who constitute the Answers Team.

Get ahead of questions by anticipating as many as you can and communicating the answers widely through email, newsletters and social media.

Creating a Reliable Game Plan

The most effective transitional leaders will be those who can manage information aggressively. Keep your stakeholder groups of members, employees, suppliers, and extended business partners – like bankers and insurance carriers – well-informed.

Your members and stakeholders want information, to be sure. Even more importantly, they want confidence that their club is in steady hands. They want to see evidence – action more so than talk – that the club is taking measured steps and addressing the key strategic issues without distraction with petty short-term matters. This capability requires a reliable game plan.

In May, GGA Partners conducted a series of weekly webinars to help club leaders construct their game plan and illustrate the thought processes that go into reopening and operating again in the wake of COVID-19. The sessions offered a deeper look into these three important points and tactics to prepare for a post-pandemic business environment.

The archive of each webinar and accompanying slide deck (if applicable) are available on CMAA University, complimentary to all CMAA members. Once you are signed in to CMAA University, you can find the recording and accompanying resources under CMAA Member Education, COVID-19 Resources. The content is then organized by topic area, see below for where each of the four webinars are housed:

Crisis Management and Communications

Changing Communications for Changing Times – Linda Dillenbeck & Bennett DeLozier – May 27, 2020

Member Surveys in Uncertain Times – Michael Gregory & Ben Hopkinson – May 20, 2020

Reopening Your Club

Transitional Leadership: Restarting Your Club – Henry DeLozier – May 6, 2020

If you don’t know your login information, please contact CMAA through this online form.

 

This article also featured in Golf Course Industry magazine. 

Executive Search: General Manager at The Royal Vancouver Yacht Club

Date:

GENERAL MANAGER

 

The Royal Vancouver Yacht Club:

The Royal Vancouver Yacht Club was formed in 1903, seventeen years after Vancouver was incorporated. Since the early days, the Club has developed into a year-round, full-service operation with seven offshore stations and three food & beverage outlets between the two home ports. A membership of 5,000+ embraces all forms of yachting and social activities. The Clubhouse and Jericho home port are in the beautiful Point Grey residential area and offer easy access to English Bay. Our Coal Harbour home port is nestled into the shores of Stanley Park, a stone’s throw from the cycling path, park trails and downtown Vancouver.

The Position:

Reporting to the Executive Committee (Board), the General Manager serves as Club’s Chief Operating Officer and implements the Club’s policies and strategy as defined by its Executive Committee. The General Manager is responsible for leading and directing all day-to-day and long-term activities associated with the Club.

Specific accountabilities include:

  • Work with the Executive Committee in the execution of the Strategic Plan, from the Strategic Plan, construct a Business Plan and a Marketing Plan that drives Club revenues and achieves the agreed upon financial results.
  • Effectively manage and oversee Club Operations. Senior Managers who report directly to the GM and are responsible for the day-to-day activities and processes. Although the GM will rely on the Senior Managers to operate the daily activities, the GM will be ultimately responsible for overall performance metrics and service.
  • Develop and implement an effective sales and marketing strategy to increase membership and awareness of The Royal Vancouver Yacht Club within the local community.
  • Design, implement and maintain operating policies and procedures that align and support the Club’s policies as defined by the Executive Committee.
  • Conduct an ongoing evaluation of Club programs and events to ensure the consistent provision of outstanding services to meet the needs and expectations of members, guests, and employees.
  • Represent the Club to members, employees and external agencies. The GM is engaged in new member recruitment and onboarding.
  • Manage the development, implementation and ongoing monitoring of the annual operating and capital budgets and the Club’s overall financial results.
  • Maintain effective communication with the Executive Committee on Club operations, financial reports, risk analysis, compliance, asset management, human resources, membership initiatives and capital projects.

Candidate Profile:

Given the leading role this individual will be expected to play in achieving the strategic objectives of the Club, it is essential that the successful candidate possess the following core competencies, experience and attributes:

  • A dynamic leader with the ability to build strong teams by motivation and lead by example. Has the ability to provide direction and expectations, performance feedback and recognition that leads to positive outcomes;
  • A post-secondary degree in business or a related discipline is preferred;
  • A minimum of 5+ years’ experience operating at a senior level in a private club or other similar athletic/social facility;
  • Strong professional deportment with a clear commitment to member service through an open and transparent member/customer approach;
  • A strategic thinker with strong business acumen with the ability to “grow the membership” through traditional and innovative sales and marketing techniques;
  • A definite business presence complemented with personal drive, resourcefulness, maturity and sound business judgment, with integrity and ethical conduct in words and deeds;
  • A self-starter approach, results oriented work style combined with excellent communication and interpersonal skills;
  • An innovative and decisive professional who possesses a positive demeanor;
  • Experience reporting to an Executive Committee that has adopted a club governance structure and processes to lead the Club and GM to collaborative success;
  • A strong boating background, preferably with an excellent profile in the club industry.

Note:
The current General Manager will tentatively retire on March 31, 2020.

Compensation:
The Club will offer an attractive compensation package, commensurate with experience, which will include a competitive base salary and benefits.

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, January 31, 2020. Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, RVYC Resume” and “Last Name, First Name, RVYC Cover Letter”) respectively to: execsearch@globalgolfadvisors.com.

George Pinches
Director
GGA

For more information on The Royal Vancouver Yacht Club:  www.royalvan.com

Does Your Club Have An Identity Crisis?

Date:

“Today, brands are stories. (…) carefully developed and aimed at preidentified market segments whose wants, needs and expectations align with the intended benefits of the product.” – Henry DeLozier

But change can often bring about a mismatch between the story and the segments you want to attract. GGA’s Bennett DeLozier outlines how to determine whether your club’s visual identity is true to what it represents.

A lot of things have changed in the last decade. In politics, in society, in the environment we all share. This impacts how we feel, how we interact with each other, and what products and services we want to be a part of our everyday lives.

These changes are evident at the club level, too. Aspects of your club may be unrecognizable from what they were ten years ago, from membership categories, to club amenities, to the profile of your members, and even the culture of the club. Sometimes this change has come as a result of proactive planning, sometimes reactive necessity.

But while many clubs have changed dramatically, we often find the brand pillars and visual identity (logo, colors, mission, values, purpose, positioning, voice, tone, look-and-feel of the club) get left behind. In other words, the club is missing the opportunity to illustrate and communicate what makes it different, compelling, and worth someone’s interest.

Given the state of over-supply for clubs in most metropolitan markets, brand management which enables effective market differentiation is essential. But before embarking on a rebranding effort without professional guidance, clubs can and should seek to periodically assess the state of their brand identity and how compelling a proposition it is to target member or customer segments

Stick or twist

How do you go about assessing the current brand and the potential need for change?

First, club managers and leaders must understand the power of brand. This means knowing the market segments the club serves and those it aspires to serve in the future. It requires a grasp of buyer motivations and the reasons people are motivated to join the club.

Second, and in order to evaluate whether there is a need for change, you should engage your board in a strategic brand audit and follow a clear process, similar to the indicative one below:

1. Ask your members, past members, stakeholders, and staff for their thoughts via a bespoke survey.

It’s also valuable to solicit input on brand perceptions from those outside of your intraclub community, particularly from competitors and people with whom current and prospective members are likely to interact (such as realtors, local community groups, fitness centers, apartment complexes, senior living homes, or neighboring schools). This will (quickly) help you to gain a sense of how those most important to the club view it, and allow you to identify any potential mismatch between what the club is, and how it communicates that with the wider world.

2. Assess the costs and benefits of a brand change or an identity evolution.

For instance, how will repositioning the club’s brand help to open up new target customer segments? How might it affect your typical core customer base? What is the cost of any proposed change, both financial and perceptual?

This exercise need not be overly complicated, a good old-fashioned SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) will cover off most of the key points to consider. Outline the opportunities and threats in a rational, pragmatic way to determine the most suitable outcome.

3. Marry your findings with your strategic plan.

How strong is the desire for change and how does this synchronize with your club’s future plans? It’s crucially important not to get drawn into making a decision for the now and foregoing any sense of futureproofing.

For instance, if you are set to launch a multi-sport facility and fitness center next year, are planning to unveil some luxury lodges the year after, and have been considering enhanced family programming for months, all this needs to be factored into the new identity you create.

Charting the future

Change is never easy. It feels uncomfortable. And risky. But sometimes standing still will only serve to do your club an injustice, poorly reflecting its attributes, story and emotional value to those that engage with it.

In that case, the benefits are there to be seized: appealing to new customer segments, futureproofing the club (socially and fiscally), and uniting those closest to the club around a clear sense of what it is and what it represents.

Executive Search: Assistant General Manager at Savannah Yacht Club

Date:

 

ASSISTANT GENERAL MANAGER
SAVANNAH YACHT CLUB

The Club:

The Savannah Yacht Club is a private, family-oriented Club dedicated to member satisfaction through superior service and quality facilities.

The Savannah Yacht Club was originated on June 14, 1869, as the Regatta Association of Chatham County and the association was succeeded seven years later on June 7, 1876, by the formal organization of the Savannah Yacht Club.

The Club offers a variety of recreational activities including sailing, boating, tennis, swimming, and several dining options. The active member participation and enjoyment of the Savannah Yacht Club can be attributed to sound management and mindful planning by the Board of Stewards.  Operational flexibility and an annual review of the policies, practices, and planned projects will assure the membership of the Club for many years of continued success.

The Position:

The Assistant General Manager is considered the “go-to manager” for the General Manager/COO.  He/she manages and is responsible for all aspects of the food and beverage program as well as the upkeep and appearance of conditions throughout the Clubhouse.  This individual will plan and implement complex annual budgets for the food and beverage and swimming pool operations as well as hire, train, and supervise subordinates.  The Assistant General Manager is directly responsible for the catering department, all food and beverage outlets, as well as the pool complex and housekeeping.  He/she will be responsible for continuous improvements for the operations of all the food and beverage outlets throughout the entire Club.

The ideal candidate will be a self-motivated professional with a proven and stable record of food and beverage management at a reputable private club, restaurant, or hotel – knowledge of fine wines and a strong sense of pairing wine with food is imperative.

The Assistant General Manager will have a proven work history that demonstrates knowledge and a steady upward career track in successful operations.  This personable professional is a member of the Executive Staff and will work with other department heads to ensure that the expectations of members and guests are exceeded.  He/she will be genuinely people-oriented, “visible” and readily accessible, and responsive to the membership.

Operational Duties/Responsibilities:

  • Assures that effective orientation and training for new staff, and professional development activities for exceptional staff, are planned and implemented. Develops ongoing professional development and training programs for food production, service and bar production/service personnel.
  • Helps plan and approve external and internal marketing and sales promotion activities for the department. Works on keeping Club functions/promotions for all Food and Beverage activities fresh and appealing to membership.  Ensures that an accurate reservations system is in place.
  • Helps plan and approve the organizational chart, staffing, and scheduling procedures as well as job description/specifications for all Food and Beverage departments, Pool Facility and Housekeeping staff.
  • Monitors purchasing and receiving procedures for front of the house products and supplies to ensure proper quantities, quality, and price for all purchases.
  • Maintains contact with members and helps to ensure maximum member satisfaction.
  • Oversees bar operation, develops wine list and bottle/glass wine sales promotion programs in conjunction with the Food and Beverage Service Manager and Bar Manager.
  • Responsible for correct handling procedures to minimize china and glassware breakage and food waste. Ensures storage areas are neat and orderly.
  • Maintains appearance, upkeep and cleanliness of all Food and Beverage equipment and facilities. Initiates ongoing facility inspections throughout the Club to assure that cleanliness, preventive maintenance, safety, and other standards are consistently attained.
  • Addresses member and guest complaints/suggestions and advises the General Manager/COO about appropriate actions taken.
  • Assists in planning and implementing procedures for special Club events and banquets functions.
  • Functions as an administrative link between departments.
  • Occasionally works as a department head when needed.
  • Manages all aspects of the Club in the absents of the General Manager/COO.

Financial Duties/Responsibilities:

  • Assists in developing the operating budget for Food and Beverage department outlets, the Pool Facility, and Housekeeping. After approval, monitors and takes corrective action as necessary to help ensure that budget goals are attained.
  • Ensures that all standard operating procedures for revenue and cost control are in place and consistently utilized.
  • Approves/reviews all invoices before submitting them to the accounting department.
  • Manages physical inventory verification and provides updated information to the Accounting department. Responsible for beverage inventory.
  • Responsible to the proper accounting and reconciliation for point-of-sale system and member revenues.
  • Audits and approves payroll sheets on as needed basis.

Summary:

Manages and is responsible for all aspects of the day to day Food and Beverage operation, Pool Facility, and Housekeeping.  Plans and implements budgets; hires, trains and supervises subordinates.  Plans, assigns and directs work; appraises performance; disciplines as required; addresses complaints and helps to resolve problems.  Directly responsible for catering and Food and Beverage needs throughout the property.  Carries out supervisory responsibilities in accordance with the organization’s policies and applicable laws.  Assist the General Manager/COO in establishing and implementing long-range and annual plans, operating report, forecast and budgets.

More About Savannah Yacht Club:

1000 Members

$6M Gross Volume

$3M Annual Dues

$2M F&B Volume

100 Employees in-season

Average age of members is 57

Candidate Qualifications:

Given the active role this individual will be expected to play in the maintaining the standards of excellence of the Club, it is essential that the successful candidate possess the following core competencies, experience, and attributes:

  • A minimum of 5 years of progressive leadership and management experience in club, restaurant or hotel management environment.
  • A Bachelor’s Degree from an accredited college or university, preferably in Hospitality Management or Business.
  • Certified Club Manager (CCM) preferred or in active pursuit of designation.
  • Must be proficient in all Microsoft applications. Jonas experience is preferred.

Note:

A pre-employment drug screen and background check will be required. The position becomes available January 1, 2020.

Salary and Benefits:

Salary is open and commensurate with qualifications and experience. The club offers an excellent bonus and benefit package, including Club Management Association of America (CMAA) dues and education, a comprehensive medical insurance program according to Club policy, 401k program with employer matching contribution, vacation, and professional development.

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 January 3, 2020, and if possible, sooner. Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Savannah AGM Cover Letter” and “Last Name, First Name, Savannah AGM Resume”) respectively to: pdelozier@globalgolfadvisors.com.

Patrick DeLozier
Director
GGA
(501) 258-2911

For more information on the Savannah Yacht Club: www.savannahyachtclub.org

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.

Walking in the Customer’s Shoes

Date:

This article is written and produced by Sue Shapcott, PhD. Sue is the founder of Change Golf Instruction, a golf coaching business that partners with public golf courses, and Sports Query, a consulting business that assists sports organizations incorporate social science into their policies and practices. Sue is based in Madison, WI.

Club staff, including managers and coaching professionals can, over time, become immunized to the customer experience and the various touch points that form it. Guest writer, Sue Shapcott, reveals how clubs should take the time to understand this experience – and why it’s crucial when it comes to attracting women, minorities and families.

Without knowing it, club staff can be reinforcing an experience that is off-putting and unwelcoming to prospective members and (current) minority groups.

In a male-dominated sport such as golf, gender stereotypes play a significant role in shaping and affirming people’s views of a club – particularly women.

Think about it: walking in to see a large group of men congregated at the bar, being greeted with a wall of products for men in the golf shop, clubhouse walls adorned with pictures of men in quintessential golfing attire. All of these cues serve to induce stereotype threat. Stereotype threat, by definition, is the demotivation someone may feel when they identify with a negatively stereotyped social group. The traditional golf environment, unfortunately, is likely to induce stereotype threat in women, children and minorities because it underscores who is, and who isn’t a typical golfer.

As well as inducing stereotype threat, the golf club environment will also impact the sense of belonging women and minority groups experience in traditional golf clubs. Conforming to a club’s traditions means accepting this ecosystem which may feel unfair, unbalanced, and ‘just the way it is (and has always been)’.

But importantly for clubs seeking new members, these groups are making a choice based on their experience at that club. Is this somewhere they visualize spending time (with their family)? Do they want to spend time here? Does it have the potential to become a core part of their life or lifestyle?

If they feel forced to conform, and conforming means signing up to an experience that will not enhance their lifestyle, then, simply put, they will not.

Why does it matter?

Removing stereotype threat experienced by women and minority golfers can be a difficult challenge for many clubs out there. It can mean unpicking a culture which, understandably, takes time.

But allowing the cycle to continue will restrict growth and diversity in your current membership base, as well as your prospective target markets – especially at a time when we know younger generations value family time together. So much so they will base purchasing decisions on how these will enhance their collective lifestyle.

Where to start

Shifting the culture starts by seeing the world through the eyes of women and minority groups.

Accompany existing and prospective members on a customer walkthrough and all of a sudden, things will become more apparent. You’ll quickly see what and why things need to change. For example, does your leadership team look like the face of golf’s past, or future? Does the club have photos that celebrate both men and women players?

Unite all the club staff around this process. Educate them on the prevalence of stereotypes, and their effect. You can then arm staff with the knowledge they need to neutralize the environment. Tackling the issue in unison will ensure that staff are conscious and aware, and there are no gaps in the club’s approach.

What areas can you expect to confront and overcome stereotype threat typically experienced by women and minority golfers? Here are some areas which are common, yet often overlooked:

Marketing – if you market to the spouses of existing members what images and/or videos are you choosing to include? What is that telling them about the club? Chances are, you could be confirming stereotypes without realizing it. It’s not about provisioning certain types of images and videos ‘because it’s the right thing to do’. It’s about doing it because clubs need to understand their influence and not inadvertently confirm certain stereotypes – especially when it will harm their goals in the long run.

Coaching – coaches should make it clear to women that they have a high expectation of their ability and performance (dispelling the stereotype that women are somehow not as strong in their ability).

Clubhouse – a contemporary environment which suits the needs of all members is what clubs should strive for. Remove unnecessary imagery which serves to reaffirm certain stereotypes and make it a place where all profiles of member can enjoy, relax and spend time.

Golf Shop – being greeted by rows of hardware, mainly for men, can be a daunting experience – especially so for women new to the game. Make service your priority, and dispel any fears minority groups may have by handing them the knowledge they need to make informed purchasing decisions.

On the course – tees labelled by gender are extremely commonplace, yet are a constant reminder that women don’t hit the ball as far and that this somehow makes their ability inferior. By changing your tees to difficulty-based rather than gender-based creates more of a level playing field and removes the gender factor and associated stereotype threat.

A rallying call

Change at clubs is always difficult when there’s a threat of alienating a certain group – in this case the core membership. But this is where it’s important to take a step back and assess the fork in the road in which we find ourselves:

Road A: We do the same thing. Members age, member numbers recede, and the cycle of stereotype threat experienced by women and minorities continue.

Road B: We open up, we see our club differently, we remove stereotype threats and create an environment a more diverse range of prospects want to be a part of.

As a stakeholder in this industry, I know which future I would rather be a part of.

 

Connect with Sue Shapcott

The Power of Women

Date:

Women are widely regarded as connectors, more likely to invite family members and friends to join them in activities and pursuits than their male counterparts. With that in mind, GGA’s Linda Dillenbeck explores ways in which clubs can increase their appeal to women and unlock new customers in the process.

You have probably read articles encouraging clubs to increase their efforts to attract women and families as a strategy to improve long-term private club sustainability.  Most articles focus on amenities clubs may choose to add or expand, such as adding swimming pools, more casual dining options, or even introducing other sports, such as tennis.

Although the amenity package offered will certainly be a part of a prospect’s decision-making process, equally important, if not more so, is the atmosphere and ambiance a prospect will experience while visiting the club.

Make perception reflect reality

Let’s start with a simple sobering fact; your perception of your club is probably not most people’s reality. To gain a clear picture of how your club is perceived by women and families, you first need to understand what’s important to them and the type of experience they expect.

Conducting a walk-through with different profiles of female and family customers can provide invaluable insights. It’s something all club leaders should be encouraged to do.

To supplement individual club efforts, and help operational teams understand and improve methods of providing a welcoming experience to women and families, I interviewed a number of private club members and club professionals across North America, with some interesting feedback.

“Women are more social then men,” commented Teresa S. “They want to find a connection beyond business or golf, and really get to know someone. If those opportunities are provided through club events, women will bring their family and friends to share in the experience,” she added.

The vast majority of women play golf to have fun and socialize, rather than to post a score. As Kathy G. outlined: “Staff should encourage women and families to play the game as they wish, as long as it doesn’t impede others.”

Comments from several women players related to tee sheet access and were summarized by what Tiffany N. shared.  “The times ladies are allowed to play, typically on Tuesday or Wednesday morning, are not conducive to those of us who have careers. Until private clubs open up their tee sheets, it will be difficult to attract more play for business and pleasure,” she said.

“I always find it interesting when I approach the first tee and meet the starter,” stated Paula F. “They think they are being helpful by telling me where the forward tees are located. They make that statement based on gender, not skill. My advice to any course operator is to instruct their starters to remember this thought: ‘If you wouldn’t say it to a male golfer, don’t say it to a female golfer’.”

Create fun and relaxing events

Keeping two thoughts in mind – women value social experiences and enjoy connecting with family and friends while having fun – will help staff understand the elements your club should focus upon when planning events. To help you get started, here are some examples of events designed to gather women, their families and friends at the club.

  • Schedule ‘Play as you Wish’ days, inviting members to bring family and friends to play golf using formats such as alternate shot, best ball, or middle of the fairway tees that won’t impede play, but will be less intimidating for those who are not avid players.
  • Create ‘Share the Game with a Friend’ days which are crafted to be informative and fun. Instructors can provide basic tips, along with their Top 5 Ways to Feel Comfortable on the Course (positioning this as ‘Course Etiquette’ is not a good idea). Follow the range time with the opportunity to play three holes after which everyone can gather for fun, food, and have the opportunity to ‘ask the pros’ questions that arise from their experience.
  • Hosted events, conducive to family and friends that don’t involve golf, but focus on entertainment and enjoying time spent with each other. For example, a pumpkin-decorating contest with the club providing the pumpkins and tools, an annual gingerbread house-decorating event for the holidays, or a charitable giving day where members bring items (to which the club adds more) and come together with other members, families, friends and staff to assemble care packages for the local shelter.

Know your audience

Women I know do not believe they deserve special treatment because of their gender. Rather, they simply want to have the opportunity to share experiences with friends and family in a relaxed and friendly atmosphere, where the goal is having fun and creating some lasting memories of time spent together.

When you provide a relaxed and friendly club atmosphere as a stage, where women can accomplish this goal, they will be your most loyal recruiters, spreading positive word-of-mouth advertising and peer-to-peer reviews across their social networks, encouraging family and friends to connect through your club.

The Family Opinion

Date:

Member surveys are not as clear cut as simply gauging satisfaction or opinion of members. GGA’s Andrew Milne explains how, by reaching out to include spouses or family in club surveys, you can gain invaluable insights on how your club is viewed in the context of modern family life.

Renewing a club membership used to be a straightforward matter. The member receives dues notification, pays a subscription, and club life continues. But as much as club managers may want that to be the case, increasingly, it simply is not.

The perfect storm of increased time, family and economic pressures for members means leisure outings are more heavily scrutinized and, occasionally, result in the end of membership and/or the club’s prominence in an individual’s day-to-day life.

Rather than having these decisions debated behind closed doors, with no prior knowledge that they even exist, clubs do have a vital tool at their disposal, in extending a bespoke member survey to spouses and family members.

Branching out

GGA spouse and family member surveys were introduced nearly a decade ago and what we have learned during that time unambiguously supports their role in helping club leaders develop a product and service that is relevant to the whole family.

Among the headline findings collated from across North America, we found:

  1. Clubs typically underestimate utilization by spouses and families. The introduction of spouse and family surveys helped clubs better understand utilization patterns in order to:
    • Realize greater operational efficiencies
    • Develop better informed events calendars
    • Target specific groups of spouses and families with relevant information
  1. Significant variances in capital project support. Spousal and family member support can vary up to +/- 15% when compared to primary member support. Combine this with their increased involvement in the membership purchase decision, and the importance of building a plan which appeals to all comes into sharp focus.
  2. Restrictions to access are a key concern. When contemplating any membership alterations which involve increased time and/or amenity restrictions, input from all member categories will help to arrive at more reasonable, rational and accepted changes and mitigate any negative impact to satisfaction levels.

A club for the entire family

Identifying the importance of both spouses and families is one thing, making changes to the club operation to increase their satisfaction levels (alongside those of primary members) is another.

Do the benefits outweigh the time and resource investment?

If it’s about an underlying connection, then yes. More interaction with spouses and family members will inevitably put the club more front-and-center in their minds, and help clarify its attributes and future role among these individuals.

There are more reasons to engage this audience too:

  • It improves buy-in for future decisions (as supported by survey findings). For example, if family members indicate their dissatisfaction with the current junior leagues at the club and provide insight on how they wish to see them improve, they are more likely to participate after the club implements an updated junior league program.
  • Spouses and family members will feel valued, and appreciate their opinions are being solicited, captured, and considered with care.
  • With the increasing influence of spouses and families on lifestyle and recreation choices, engaging them can help shape the future relevance and strategy for the club and drive overall membership sales.
  • A key challenge for clubs around the world is finding and engaging young prospects to grow the membership pipeline within the club. Collecting feedback from family members can identify the key drivers for this demographic and help position the club to best appeal to this group.

Moving out of the comfort zone

It may seem counter-intuitive to develop a future vision for your club formed from the views of those who may appear not to spend a great deal of time there.

However, across the world we are witnessing clubs making moves towards developing amenities and services which appeal to the entire family and encourage them to spend more time there. These are the clubs already profiting from family and spousal survey insights, building out the core of their membership to now include spouses and family members, and simultaneously becoming a more appealing destination to prospects.

Taking the first steps are difficult, but by seeking a wider base of opinions you might be surprised by what you learn and the future opportunities that arise.

Executive Search: General Manager at Dothan Country Club

Date:

GENERAL MANAGER
DOTHAN COUNTRY CLUB

The Club:

Founded in 1923 Dothan Country Club is a member-owned club in Dothan, Alabama. Dothan, located in Southeast Alabama, has approximately 60,000 residents and there are over a quarter of a million people living within a 50-mile radius.

One of the region’s most progressive cities, the Dothan community offers a mild winter climate, affordable housing, low property taxes, and a wide variety of products and services which include healthcare, education, shopping, and cultural entertainment. Located a few short miles from the state lines of Florida and Georgia, the area embraces the best that life has to offer, providing its residents the modern conveniences and amenities of much larger cities while also retaining the charm and friendliness of the South.

The Club’s golf facilities include a retail shop, an 18-hole course designed and renovated in 2001 by Bergin Golf Designs, driving range, chipping green, and putting green. The Tennis facility includes 7 clay courts, retail shop, and locker rooms. The Club has a Fitness facility featuring a weight room, locker rooms, and a group fitness room. The Pool complex includes the pool, snack bar and Cabana Bar. The Clubhouse consists of the administrative offices, kitchen, member dining areas, lounge and banquet facilities.

As a result of the 2017 Vision Capital Plan, the Club recently completed a $7.5 million renovation addressing the Clubhouse, Activities Building, Tennis Facility, and the Pool.

Dothan Country Club is home to the Future Masters Golf Tournament, one of the most traditionally rich junior tournaments in the world. An impressive list of golfing greats who have competed in the tournament continues to grow and includes past U.S. Open champions Hubert Green and Jerry Pate, Masters winner Larry Mize, PGA champions Bob Tway, Mark Brooks and Shawn Micheel, and British Open winner Ben Curtis. The Future Masters has become a proving ground for golf’s brightest junior stars, but it has never been only about golf. Rather, it is about the spirit of competition, friendships made, sportsmanship on the course, and the challenge of preserving 70 years of growing golf.

The Position:

The General Manager reports to the Board of Directors and coordinates with the President of the Board on a regular basis. The General Manager implements the policies established by the Board of directors and in accordance with the Club’s bylaws.

He/she develops operational policies and is responsible for the creation and implementation of standard operating procedures for all areas. This includes the preparation of the annual operating and capital budgets and management of the operations to attain the desired results. The General Manager coordinates all management functions and works in concert with committee chairs in assisting them in the development of proposed policies, programs, and events.

The General Manager is the lead coordinator of programming and development of synergy among all departments. The development and execution of the Club’s internal and external marketing strategies for membership growth and member engagement is a critical part of the position.

The General Manager should have a strong presence and embrace highly visibility with the membership and staff. They are expected to set the tone for consistently treating members with first class of hospitality and communicate this expectation to the entire staff as well.

More About Dothan Country Club:

  • 685 members
  • $5.82M Gross volume
  • $2.10M Annual Dues
  • $1.75M F&B volume
  • 102 Employees in-season
  • 15 Board members
  • Average age of members is 52

Candidate Qualifications:

Given the leading role this individual will be expected to play in achieving the strategic objectives of the Club, it is essential that the successful candidate possess the following core competencies, experience and attributes:

  • A minimum of 5 years of progressive leadership and management experience in a private club environment. Current Assistant General Managers or Club Managers at well-recognized clubs, with verifiable records of achievement, will be highly considered.
  • A Bachelor’s Degree from an accredited college or university, preferably in Hospitality Management or Business.
  • Certified Club Manager (CCM) designation preferred.

Note:
A pre-employment drug screen and background check will be required. The position becomes available November 1, 2019.

Salary and Benefits:
Salary is open and commensurate with qualifications and experience. The club offers an excellent bonus and benefit package.

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 Tuesday, November 26, 2019, and if possible, sooner. Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Dothan GM Cover Letter” and “Last Name, First Name, Dothan GM Resume”) respectively to: pdelozier@globalgolfadvisors.com.

Patrick DeLozier
Director
Global Golf Advisors Inc.
(501) 258-2911

For more information on Dothan Country Club: www.dothancountryclub.com.

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