Practical Miracles for Private Clubs

I wanted to share an article from the Boston Globe entitled “Moms Enjoy this Play Care Center” in which Wentworth Hills Golf Club discusses their new program for Mothers and Child Care.

“The Mom’s Club, a new program at Wentworth Hills Golf Club, met for the fourth time Tuesday morning, giving mothers the opportunity to play [golf] while their children were being cared for on-site by staff members from the Hockomock Area YMCA. The local partnership has produced a unique endeavor, catering to those who face specific challenges in pursuing their interest in golf.  Jay Sapovits came up with the Mom’s Club idea a few months ago. As managing director at Wentworth Hills, Sapovits has the difficult task - facing all golf courses these days, public and private - of finding ways to attract business during a sluggish economy. He quickly sensed a need.”

“As part of the program, after dropping off their children with the day-care providers, the women receive a 45-minute lesson before their rounds with Don Groft, the director of instruction at Wentworth Hills. Groft has helped the women with full shots, chipping, and putting, stressing the importance of balance, tempo, and ball placement. After the group instruction, Groft spends individual time with the women on the practice range or putting green, helping them with their swings and going over some of the points in that week’s lesson.  Aware that many consumers are scrutinizing every dollar spent, Sapovits has made the program financially appealing. There is no extra fee for the group lesson, and no extra fee for the child care. The cost of the Mom’s Club is $25 for nine holes or $42 for 18, with choosing to take a golf cart the only add-on expense. But even that hasn’t been used much; the majority of the women place their clubs on push carts and walk nine holes.”

“This was a value-added service, it wasn’t a revenue-generation point for us. We charge what we believe is a fair rate for golf, and if our customers are going to come use our facility for what it’s intended to be used for, which is to play golf, then they shouldn’t have to be subject to getting nickel-and-dimed.”

Wentworth Hills Golf Club is a public high-end daily fee course, but sensed a need in the market to provide an outlet for childcare while their patrons are enjoying a round of golf.  As the Club realized, programs such as this do not have to be revenue generating, but provide a value-added service to a round of golf, or to private club’s membership dues.

It is all about improving your Members’ experience, giving them an opportunity to use the Club and the perceived value that they receive from the Membership dues.

Here is a link to the full article “Mom’s enjoy this play care center”

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How do we attract new members?  What facilities, amenities and services are prospective members looking for when deciding to join a country club?  These are both great questions…

In a recent article “Welcome to the Country Club of the Future” published in Club Management Magazine written by Richard Kopplin, partner at Kopplin & Kuebler, LLC, one of the leading executive search firms in the private club industry, Kopplin describes a club that answers many of these questions above.  Here are some highlights from the article and my analysis:

Golf Facilities:

• The golf course design would be “24 holes of golf in six-hole configurations so members could play a quick six holes before or after work in little more than an hour.  Members could take their children or spouses for an enjoyable family outing or they could combine three of the six-hole combinations for the typical 18-hole round of golf.”

We all seem to be stretched thin on time these days, from the demands of our jobs to our family commitments.  The days when a club member can spend four hours on the golf course are all but gone.  As Kopplin describes, the ability to play six holes in an hour before or after work or even just on a Saturday would be a tremendous attraction for younger, prospective members who are looking to juggle all their other commitments while still being able to play a few holes of golf in their leisure time.

• “The [golf] practice facilities would include two distinct areas: one for the better players and one for the beginning lessons that would not distract the low handicappers.  State-of-the-art video equipment would enhance the professional instruction and teaching program.”

The game of golf has become a game of practice.  It is paramount for a club to have adequate and attractive golf practice facilities.  Also, for a beginner golfer, there is an intimidation factor when playing or practicing among more skilled golfers.  Any consideration to minimizing this fear would go along way in enticing a new member / new golfer to take up the game of golf in a non-intimidating atmosphere.

Clubhouse Design:

• “The Clubhouse would be designed with the kitchen in the middle of the building.  …Ensure the topography allowed for delivery areas underneath the building with little visual impact on the club members.  This central design would allow for easy service to each of the dining areas surrounding the kitchen.”

Club design is different then residential design, retail design or restaurant design.  Clubhouses perform many different functions on any given day, but the one thing they always need to do well is service the members.  Any way to minimize disruption or interference of service deliveries with the member experience should be considered, all the while maximizing the ability to service the members with a centrally located kitchen.

• “The clubhouse would provide areas for casual dining, incorporating outdoor spaces as much as possible.  A small dining room could be used for parties and formal or elegant dining, which might be offered one night a week.”

Family casual dining, adult casual dining, formal dining and outdoor dining are all essential dining elements to the design of clubs.  The key is to have multiple spaces with flexible use, so that you do not have a room for each function creating increased unnecessary square footage.

Menu Selection:

• “The menu selection would include typical club favorites but also pizza, sushi and some of the trendy items that can be easily added or deleted on a weekly menu.  A take-out menu would allow for orders to go.

Proper menu mix is imperative to attract your members to the club on a frequent basis and quality food for all types of dining (casual pub-fare, heart-healthy, upscale) will keep them coming back for any occasion.

Fitness Facilities:

• “…design a fitness / wellness center that not only offered the latest equipment but also certified instructors who could teach meditation techniques, yoga and martial arts, and design individual wellness plans for members.  At least one of our fitness instructors would be trained in nutrition and (along with the chef) would offer classes on nutrition and healthy eating.”

To attract prospective members in the current economy, a club must offer exceptional value for the dues that members pay.  One amenity, if done right, that provides added value is a fitness / wellness center.  Fitness facilities are the number one capital improvement in the club industry today.  It is not that clubs are trying to compete with the local fitness clubs, but see the value added by having these facilities in-house where members can “work-out” with other members in an exclusive environment.

Youth Activities:

• “The Kids Kamp would be adjacent to the fitness center, and would incorporate activities for members’ children on a year-round basis.  Summer programs would be especially popular, as we would provide organized programming around our “water park”, with certified lifeguards conducting swimming lessons and water safety classes.  The Teen Activities center would engage teens in organized activities that would include computer classes, movie and video review classes, book discussions, pre-college counseling and communications and etiquette classes.  For our teenagers, the club would be the cool place to be.”

A younger, prospective member is looking for programs, services and amenities that can be used for the entire family.  The country club is no longer a place to play a great round of golf.  Offering these types of amenities enables the whole family to use the club, therefore increasing the value for the members’ dues.  Plus, the more camaraderie and friendships children build at the club, the more likely they will want to become members when they are grown up.

Additional Amenities:

• The club would “feature a business center so our members could have access to computer stations to check email, make copies, send faxes, and even send overnight packages.”  The club would also have a “Membership Director / Concierge” who could assist with making reservations for club activities, registering children for various club programs, and source tickets for local sporting, cultural and social events in the community.  She / he also would have the ability to make airline reservations, print tickets and book lodging at a member’s hotel / resort of choice.  This desk would be the hub of activity and would be visible and accessible near the front entrance of the club.”

The more a prospective member sees value added programs and services, the more attractive a club is when they are making their decision of where to join.  Some clubs, especially planned community clubhouses have taken the concierge-theme to a whole new level to include laundry / dry cleaning service, pet walking / house sitting services as well as personal shopping services.  In the fast paced environment in which most potential country club members live, every little bit helps in conserving the time they have in their day.  The more value added services you can provide, the more attractive your club will be.

As Kopplin concludes, this club would be a “fun, up-beat, user-friendly facility where families gather because it is a safe harbor.  It is their first choice when considering recreation, fitness, business and dining.”  To attract new members in today’s marketplace, a club must be forward thinking and realize that the more value you add to your membership, the better the experience for your members and the more attractive you become to prospective members.

To read the full article, here is a link to Club Management Magazine’s March / April issue

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While each renovation features it own unique set of circumstances and needs, there is a common thread that runs through all of them.  Here is our Ten Steps for things General Managers can to do make it through this daunting task in grand fashion.

#1  Do recognize changes in the membership - is the membership getting younger, is formal dining on the decline, are members requesting to eat outdoors? Changes can signal the need for possible club improvements.

#2  Do conduct a professional membership survey to determine what your members desire from the club facilities before beginning any renovation program.  A membership survey will give your members the opportunity to have a voice in design improvements and give you an initial indication of their support for financing improvements.

#3  Do think to the future and allocate money for renovations along the way.

#4  Do establish a stable committee to work with the renovations program from beginning to end.

#5  Do speak with a club planner.  A club planner will generally, without cost, or for a nominal fee, visit your club and help you to clarify and identify goals for your renovation project.

#6  Do select a club planner with club experience.  Remember that clubs are different from residences, hotels and even restaurants.  A local planner may not understand the dynamics of club operations.

#7  Do provide an opportunity for a club planner to tour the facility with you and key members of your committee.

#8  Do gather copies of current floor plans if available and use them in discussions with the club planner.

#9  Do communicate with the membership throughout the renovation process - through updates in the newsletter, town hall meetings, and special supplements to the newsletter.

#10  Do foresee members leaving for fear of cost.  Recognize the opportunity for new membership - planning a successful renovation shows a sense of direction and a vision for the future that prospective members appreciate.

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On a recent cross country flight, I was reading an article in Southwest Airline’s Spirit Magazine entitled “Crowd Pleaser”, which tells a story of a fan who makes his living by getting people out of their seats in sporting events.  Cameron Hughes is a professional fan, hired by professional sports team to energize the crowd at sporting events across the country from professional NBA to college hockey games.

A link to the full article is here, but I wanted to draw attention to one section which focuses on a couple professional sports businessmen that discuss the cost-benefit analysis of hiring Hughes to energize the crowd at their respective venues.

“If I’m a fan and my team is losing badly, I’m going to feel angry about that,” says Peter Sorckoff, senior director of game operations and creative services for the Atlanta Hawks and Atlanta Thrashers. “But even worse, my wife and kids are bored. Then Cameron does his thing. My daughter laughs, maybe she claps, and then he comes over to her and interacts. All of a sudden the value of that game is much different. My daughter raves about the shirt and the dancing. Now my wife is happy because our daughter had a great time. My daughter’s going to go to school, brag to her friends. There’s a ripple effect even in terms of how your brand is carried forward in that single interaction that Cameron might’ve had with a 7-year-old girl. Now just think: If he has a positive contact with half a dozen fans, he’s already paid for himself.”

Chris Modrzynski, chief operating officer of the NHL’s New Jersey Devils, came to a similar conclusion last December when he agreed to let Hughes work 10 of the team’s home games. “If you come to an event and have a good time, you’re far more likely to associate positive images with that event,” Modrzynski says. “As a result, you’ll want to spend your disposable income.”

“There’s a lot more pressure in pro sports to create a value for fans in the experience they have at the game outside of the outcome,” says Sorckoff. “A family of four might spend more than $400 for one night out, and as a business you can’t afford to have people walk away feeling like they didn’t get any value for their dollar.”

In many of our discussions in clubs across the country, the topic of value and experience is a common theme running through our long range planning committee meetings.  As in the case of Cameron Hughes, who provides families and children with an exceptional experience at sporting events, a private club must provide that same excitement and experience for members of the whole family, not just a great game of golf.  As in a previous post, “Golf Clubs Feel Pinch of Economy”, there were a number of great examples of interesting and creative ideas Private Clubs were implementing to provide that sense of value and exceptional experience to the whole family.

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So often times when you discuss the process of planning in the Private Club world, it leads one to believe that every planning exercise leads to multi-million or even hundreds of thousands of dollars in capital expenditures. I was reminding one of our long term clients this week that good planning develops a road map for consistent long term facilities care. In reality, nearly three quarters of the work here at Chambers is the yearly or, shall we say the next annual installment of improvements or refreshment that has your club always looking first class for your Members and their guests. These plans transcend Board terms and provides the continuity that Members are looking for from their club management.

It all starts with a good long term aesthetic master plan, fiscally conservative that can be sequenced for implementation as funds become available.

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With today’s economy, every club professional is searching for ways to increase member utilization, stay competitive and, in some cases, just survive.

In an article published yesterday in The New York Times entitled, “Golf Clubs Feel Pinch of Economy”, Susanne Wegrzyn, President and Chief Executive of the National Club Association states, “deciding whether to spend the money to join a club has become a family decision, so clubs had best be targeting spouses and family members. The driving force in the decision is not the male in the household.” The article gives an example of the Anthem Golf and Country Club which offers “…a variety of dining options and also offers hiking excursions, children’s cooking classes, complimentary golf clinics, happy hour pricing in its lounge and “dive-in movies” for children and adults in its pool.”

The article stresses that in these challenging economic times, current and prospective members need to feel that they receive a good value from their initial initiation fee and monthly member dues.  Clubs today, need to offer more than a good golf and dining experience to attract the time and attention of prospective members and their families.   These are just a few examples that one club is doing to attract new members during these times; however the more creative and attentive your are in providing amenities, programs and services for the entire family, the more success you will have in retaining current members and attracting new ones.

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Welcome to “Practical Miracles for Private Clubs” and the Chambers Club Blog.  This is the first article being posted here, so I thought that I would provide a little background and motivation for this blog.

We at Chambers are excited to share our unique experience as researchers, strategic planners, architects and interior designers for the Private Club Industry.  For the last 65 years, we have specialized in the Club world, and spend most all of our days traveling to Clubs across the country and because of this - we have a unique perspective and a wealth of knowledge to share regarding all facets of private clubs.

Our blog will be designed to be an online resource for Club Managers, Club Board Members, Golf Course Owners, Membership Directors, Industry Professionals and all interested participants on the dynamic world of private clubs.

We hope that you stop back often to share with us your thoughts and contribute to the discussions regarding the world of private clubs!

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