Tag: survey

2019 Millennial Golf Industry Survey Findings – Part 1

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In ongoing research collaboration with Millennial golfer organization Nextgengolf, GGA recently updated its study of the habits, attitudes, and preferences of Millennial golfers.  The 2019 study brings forward survey findings from over 1,400 Millennial golfers and builds upon research conducted in 2017 and 2018.

Illustrated below is the first installment of a multi-part series of infographics to feature the latest Millennial golfer feedback.  To establish a baseline for discussion, Part 1 focuses on the demographics of respondents and their exposure to the game.

Over the next few weeks, keep an eye out for new installments featuring the Millennial outlook on public courses, golf skill, club fees/costs/dues, private clubs, membership recruitment, barriers to golf, and much more.

Research Overview

In many clubs today, the long-held expectations and perceptions of existing, ageing members are at odds with the entirely different needs and expectations of a new wave of younger, more casual members.  The challenge for clubs?  To create an environment which not only appeals to the new wave, but where members of all types can coexist.

Research findings highlight how golf clubs can adapt and develop their offerings to meet the needs of the next generation of members and customers.  The goal is to provide valuable insights about Millennial golfers, the challenges they face, and the opportunities for clubs to help support the long-term sustainability of the game and the industry as a whole.

Background

As the leading entity for team-based golf in the United States, Nextgengolf connects Millennials to golf and supports the success of their game while GGA specializes in solution engineering and problem solving for golf-related businesses.  A fusion of GGA’s 27-year history of private club research and Nextgengolf’s connection to young golfers afforded the unique opportunity to study a highly valuable Millennial audience.

The survey sample focused exclusively on a sample audience of active, avid Millennial golfers with prior golf interest and experience in tournaments or golf events.  To date, more than 3,600 survey responses have been analyzed during the three-year research study.

Thank you to the Club Management Association of America (CMAA) for the support that makes this research possible.

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Why You Need More than One Member Survey

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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.

Board Self-Assessment: 5 Steps to Evaluate Your Performance

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Effective boards set goals and work to achieve them.  The best, top-performing boards execute an annual self-assessment of their performance.  This is the time of year to evaluate how your board performed in 2018.  To conduct a proper self-assessment each board should take the following five steps.

The self-assessment is a simple performance evaluation survey which requests answers ranging from “strongly disagree “to “strongly agree” with three levels of moderation in between (“disagree, neutral, and agree”).  This evaluation will yield the performance evaluation as a measure of results from one to five.

More detailed guidance for board self-assessment can be found in the NCA’s Board Toolkit (available to all members as a benefit of membership).

Step One – Evaluate Board Structure

This section of the assessment explores how well the board does its business.  Questions address issues of board organization, committee engagement and performance, and resources such as time allocation and staff support.

Questions in this step include the following:

  • The board has the right number of members.
  • The board has the right number of meetings.
  • There is adequate time in board meetings to address matters of importance.
  • Board meetings efficiently use time and human resources.
  • The board has adequate indemnification and D&O insurance coverage.
  • Board committees are constructive to effective club governance.
  • Committees have the right number of members.
  • Committee reports are timely submitted and require the proper amount of board review.
  • Committee assignments and charters reflect the best advice of the board.
  • Committee performance is right for the club’s current needs.

Step Two – Evaluate Board Information

The following types of questions validate the quality and use of information going to the board:

  • The club’s Board Policy Manual adequately communicates the duties and expectations of individual board members.
  • The board benefits from adequate pre-read time, information and materials to enable it to be effective.
  • Information provided the board is fully vetted and applicable to current and emerging conditions at the club.
  • Presentations by officers and staff are accurate and unbiased.
  • The board has adequate access to internal and external advisors (e.g., auditor, legal and risk management) to make informed decisions.

Step Three – Evaluate Board Dynamics

The following questions assess the dynamics or growth and changes exhibited by the board:

  1. The board addresses the right issues for the club.
  2. The board does what is right.
  3. The board clearly and timely communicates goals, objectives and results tithe members.
  4. The board properly balances its guidance and supervision of the general manager.
  5. The board promotes a culture of accountability at all levels of club governance.

Step Four – Individual Self-Assessment

Every board member must be accountable for his or her own work as a servant leader.  Questions that help to evaluate individual board member performance include:

  1. Engages in the board’s work.
  2. Understands the club’s strategy and strategic issues.
  3. Evaluates and fully understands club budgets.
  4. Understands and closely monitors the club’s financial performance.
  5. Respects the confidentiality of the board room in all matters.

Step Five – Board Communications

Members expect to know what the board is doing and what matters are being addressed.  Poor communication is one of the most frequently stated points of member dissatisfaction with club boards.

Communicate the board’s self-assessment and a composite assessment to the entire club membership.  Show the questions that were asked and the performance ratings that the board assigned to its own performance (not the individual scores).  Candid and genuine self-assessment of the board’s performance will build trust at the club.

Self-assessment is a form of the personal accountability that members expect of their leaders.  Communicating the results openly and honestly will make the club stronger and more capable of meeting the next generation of challenges.

This piece was authored by GGA Partner Henry DeLozier for the National Club Association’s Club Director quarterly magazine.  

What Makes Members Happy

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“Establish an atmosphere which fosters a sense of community and belonging – that is fundamental to member satisfaction.” – GGA Senior Associate Martin Tzankov

In a recent interview, GGA Senior Associate Martin Tzankov revealed the results of member survey findings from a sample of private clubs that are subscribed to GGA’s Strategic Intelligence platform, all based in and around the Greater Ontario region in Canada.

The Key Findings of the sample study were these:

  • Social Atmosphere and Food & Beverage ratings were most directly related to overall club satisfaction
  • Golf Course and Practice Facility ratings did not strongly relate to overall member satisfaction
  • The Clubhouse Experience bears a moderate correlation to overall satisfaction

Martin went on to discuss the findings and why some aspects of club life are more closely linked to satisfaction than others in today’s market:

Did it surprise you that the golf course and practice facilities were not more directly linked to member satisfaction?

In some ways, yes. It’s something I imagine most club managers would think is number one when it comes to satisfaction. But in the context of members and membership, the course is something they know and that they (most likely) got to know before they joined. It may change or evolve over time, but this study suggests there are other aspects of their membership that are more directly related to their satisfaction at any one time.

Social atmosphere was found to be most directly related to club satisfaction. Is this an emerging trend that you have witnessed from other club data in recent years?

It’s definitely something we’ve seen over the years on a case-by-case basis through our engagements and this data reinforces our first-hand observations. A sense of community and belonging is so important to club members. This has actually not really changed over time, however the definition of what a sense of community and belonging is has certainly evolved. Increasingly, members are looking to be part of a club that is friendly and welcoming to families, and one that creates social opportunities for its members to interact and spend time with one another.

The notion of shared experiences, added to the distinct feeling of being part of something, does feel like the sweet spot all clubs should be striving to create for their members. This is backed up by the data and, I suspect, would be backed up by more far reaching extensive research too.

Why do you think Food & Beverage ranked so highly in relation to member satisfaction?

It’s almost the opposite to the golf course, in the sense that the food and beverage offering is something they are unlikely to have experienced many times, if at all, before they became members. So, by the time they become a member, if it does not meet their expectations, a survey tends to be where this is reflected.

Despite the questions relating to food quality, menu selection and the like, there’s a broader social context too. The club is somewhere a member wants to be proud of, perhaps even invite others along to experience – so when certain aspects are not up to the standard they expect, this can be a source of discontent.

With the findings of the study in mind, what one or two takeaways can you recommend to club managers with a view to improving the experience and satisfaction for their members?

I’d focus on bringing your members together – create opportunities for members to spend time and socialize together at the club on and off the golf course. A sense of community and belonging plays a pivotal role in member satisfaction.

The club should be viewed as the vessel which enables members to live out social experiences with other members, their families, friends and guests, so by opening up these opportunities, members can expand their network within the club and become more rooted in the social fabric.

When you observe your members using the club and its amenities through this lens, it can help empathize with what they care most about, or what voids may exist in the member experience.

Any final conclusions to draw from the findings?

The findings have reinforced our observations into which areas specifically impact member satisfaction most. But for the moment, this is really only an indication. We’ll soon be embarking on more extensive analysis, taking account of clubs further afield, looking more closely at individual responses and mapping these to member satisfaction. This will provide an even more robust basis to examine where clubs really need to focus their attention in order to enhance the experience for members.

Connect with Martin Tzankov

Becoming a Destination

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

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

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

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

1. Developing the Customer Experience

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

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

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

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

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

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

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

2. Developing Surrounding Facilities

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

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

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

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

3. Appealing to a Wider Audience

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

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

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

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

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

*Syngenta, Growing Golf in the UK, 2014

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

GGA and the CSCM Launch First of Two Research Initiatives

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The Canadian Society of Club Managers (CSCM) and GGA have formed a strategic partnership to produce research and insight for the benefit of CSCM members and the club industry at large.

The first joint research initiative launched December 6, 2018 with a comprehensive survey of CSCM members that focuses on attitudes, trends and best practices from club leaders. The purpose of this survey is to gain insights on the Canadian club industry and gauge the opinions of Club leaders on the industry outlook.

The results of the survey will be shared for the benefit of all participants and will form the basis for ongoing industry research that will increase the reach and impact of the CSCM for its members and Canadian club managers.

The December 2018 survey is the first of two club industry research initiatives CSCM and GGA will undertake each year. Following the completion of this survey, the second initiative will target business media through lifestyle research initiatives that generate interest beyond the club industry.

Click here to learn more about Canadian club industry research, trends and best practices.

GGA and the CSCM Partner to Enhance Research and Impact

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Global Golf Advisors (GGA) and the Canadian Society of Club Managers Partner to Enhance Research and Impact
GGA recognized as Platinum Corporate Partner of the CSCM

TORONTO, Ontario – October 15, 2018

Global Golf Advisors (GGA) and the Canadian Society of Club Managers (CSCM) are pleased to announce the formation of a strategic partnership to produce research and insights for the benefit of the CSCM members and the club industry at large. The CSCM Corporate Partner program recognizes industry partners that share the values of the CSCM and offer members support as leaders in the club management profession in Canada.

The CSCM and GGA have enjoyed a history of collaborative research and investigative solutions to many of the club industry’s toughest problems. The evolution of this relationship into a formal partnership furthers the mission and core objectives of the Society’s strategic plan and positions GGA to more directly support the CSCM through funding, education, and research for its members. Each year, GGA and the CSCM will collaborate on valuable industry research as well a lifestyle research paper.

“Achieving the CSCM’s strategic plan, ‘Vision 2020 – A Clear Focus For An Even Stronger Future’, is one of the most important mandates of our National Board,” explained Trevor Noonan CCM, CCE, CSCM president. “For many years CSCM and GGA have maintained a longstanding and valued relationship. By formalizing our partnership, we bring the plan’s ‘Research & Impact’ pillar to life.”

The CSCM’s vision is to create great clubs through excellence in professional club management and its mission is to promote and develop the profession of club management. The CSCM offers a variety of programs and services in response to member needs and expectations including the certification program leading to the Certified Club Manager (CCM) designation, career opportunities, and a networking forum for executives and managers involved in club management.

GGA is committed to club management and helping facilitate key elements of the CSCM’s provision for providing research, resources, and education to its members. “Club managers are charged with immense responsibility and deserve all we can do to help.” said GGA partner Derek Johnston. “We are proud to lend our support and are eager to work collaboratively with the CSCM to develop beneficial research and insights drawn from GGA’s core competencies in strategy and operations consulting, business intelligence and analytics. ”

“The creation of this valuable and timely industry research continues to position the CSCM as the industry leader it is, providing benefit to the CSCM members and the clubs they lead,” declared Suzanne Godbehere, CSCM chief executive officer. “We are very much looking forward to delivering this joint research.”

For more details about the CSCM and partnership, click here.

About The Canadian Society of Club Managers
Established in 1957, CSCM is the national professional society representing the club management profession in Canada. Of our approximately 600 members, over 70% are from golf clubs, and the remainder from a variety of city, recreation, fitness, curling and other types of clubs.

The Society’s members hold position titles that include General Manager, Chief Executive Officer, Chief Operating Officer as well as Assistant Manager, Clubhouse Manager, Controller and Food and Beverage Manager.

About GGA
Global Golf Advisors is a highly specialized consulting firm dedicated to the club and golf industries. GGA serves a global roster of clients from its four offices in Toronto, Phoenix, Dublin and Sydney. The firm was founded in 1992 as a specialty consulting practice within KPMG Canada, KPMG’s Golf Industry Practice. Since inception, the firm has provided industry-leading advisory services to over 3,000 clients worldwide.

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