One definition of insanity is doing the same thing over and over and expecting different results. We in private clubs are far more susceptible to this because of a tendency to keep with the traditions of the past rather than trying to innovate and anticipate the next great thing that could transform club life. Why? It’s because traditional activities and services are why our membership joined the club in the first place, and it’s the path of least resistance. However, generational turnover within a club’s membership is inevitable and should alter how we approach and carry out club operations for our members both present and future.
Do Your Research
The first imperative is to anticipate, or at least keep up with, expectations of our members. We have sophisticated members with high expectations. Product and cutting edge program life-cycles are short these days, creating a need to always be on the lookout for the next great thing for your club. Since not many club managers can claim to be the Faith Popcorn of our industry, we need to seek information on trends.
Why is this important to us? Daring to challenge the status quo by updating club programming and facilities can be an opportunity to not only better please current club members, but also attract new ones. Bill Strausbaugh, the longtime PGA professional at Columbia CC, used to say, “when you are green you grow, when you are ripe you rot.” A dynamic of positive changes in our organizations is essential to continued success. Better is better. Constant orientation towards being better by 1% or 100% will gain you a reputation for being better.
A great place to start is the recently released NCA trends research study—Navigating the Future: The Outlook for Private Clubs. This definitive guide shares what is happening now, as well as what will soon come to pass in our industry. These findings present some of the best predictions for the future of our industry from the experts who know our industry the best. Additionally, clubs should be monitoring micro-trends—things your members will notice right away, and can be implemented immediately. These may not require heavy investment or the inertia of committee and board approvals. Even if they don’t work, you’ll be known and appreciated for a willingness to innovate.
Look in your own club. What is happening in your city or town? What are members talking about, or as Gregg Patterson of the Beach Club would say, “what is the buzz?” What services or products should be evaluated in terms of whether or not they deserve a place in your club? Are your club committees and management team asked to be on the lookout for innovations big and small? Is club leadership receptive to this dynamic of change? Does trend analysis require a formalized process to reach implementation? It could, but really it only requires an open mind and a willingness to think things through.
NCA’s website and publications are a good place to search for trends. Also, read magazines (both industry and general interest) especially this time of year when many periodicals cover trends and forecast next year’s popular interests. Industry shows are a great place to meet innovators and influencers. Four years ago I remember going to the National Restaurant Association (NRA) show in Chicago and seeing a Coca Cola vending machine that makes hundreds of different beverages using base sodas augmented by flavor additives. I thought of how far we’d come since my dad was a soda jerk at a five and dime shop in La Mesa, Texas.
Check out the Internet. Want to know the latest things of interest? Trust Google. Ten years ago it was barely a word, now it’s indispensable. Try searching the keywords “future trends.” My results? About 1,610,000,000 hits returned in less than a second. Also try “future consumer trends,” which returned about 67,600,000 results. Then get more specific with searches like “food trends.” Reading this information is both fascinating (at least to me) and futuristic. The information available is vast yet it can be very focused.
Evaluate Applicability
The second imperative is to decide if certain trends are applicable to your club. Let’s face it; clubs are rarely dynamic enough to change at the drop of a hat or to make major changes without several months’ worth of meetings with members who have disparate interests and opinions. Every club needs to have an open mind in an ever-changing world. Long gone are the insular days of the board of directors or general manager knowing “what’s best for you, the member.”
Members will determine themselves what they enjoy doing, whether it means they do it at the club or elsewhere. Having competition at your doorstep that is both entrepreneurial and innovative serves a purpose. So many clubs, particularly in urban environments, face unrelenting pressure with hundreds of restaurants opening annually seeking to attract diners through their doors. How can you face this competition without discounting or changing in a way that makes you less attractive to your member’s preferences? Shouldn’t your culinary team consider the trip to the farmers market or your beverage team create an infused martini or make ice cubes specifically for certain cocktails or spirit?
Admittedly, there are trends that may never ever make it onto your menu, like molecular gastronomy. But there are also trends that can become a “must do,” seemingly overnight. For example, Red Bull is one of the overnight sensations created for an on-the-go lifestyle. Trying to cram everything into your day? Grab a red bull and grow wings. Seeing Jim Furyk downing energy drinks tells you that our membership is being targeted for this lifestyle. Since many of our members are living life to the fullest, the energy beverage sector soon demanded space in our bars, fitness centers and pro shops.
Clubs are not known for being avant-garde when it comes to technology and dress code. While altering dress codes and the use of technology reflect major shifts in attitudes, many clubs have found that their acceptance of non-traditional rules has not altered the perception of the club, but has enhanced its place in the lifestyle of its membership. Every club has a threshold for making changes in these areas. It’s up to club leadership to constantly assess when change is necessary, hopefully before members have voted with their feet.
Investments Can Pay Dividends
Many examples exist of clubs who have made the necessary changes to compete. The Union League in Philadelphia and the Jonathan Club in Los Angeles are two examples of city clubs that have made investments in updating their restaurant operations (both front of the house and back of the house) to make themselves more appealing. It’s working. Their members are coming and their clubs are enjoying increases in both usage and satisfaction.
Who spends $3 million on a ballroom or repurposes their entire a la carte operations by bringing in a name chef and building a restaurant around him? The Union League’s Jeffrey McFadden does. Who rebuilds the image of the Jonathan Club by reflecting the community’s commitment to philanthropy, rebranding and trying new methods of attracting positive attention, like hosting an international squash tournament to feature its downtown facilities? The Jonathan Club’s Matthew Allnatt does.
Nick Sidorkis at Southern Hill Country Club in Tulsa, Okla., made the switch to self-insurance and developed an employee wellness program because health insurance was inexorably rising year after year. He has a healthier and happier staff at less cost than he would have had before making the switch.
These clubs and their leadership are committed to making decisions now to benefit them in the future. Were they the popular things to do? Maybe not— spending money in a fragile economy can be met with resistance. But, they were decisive moves meant to make themselves healthier and more attractive to future members.
Commit to the dynamic of change with your staff and club leadership. Communicate your openness to products or services that will enhance your club. Respect your traditions, but know that we are in a business that demands our attention to attract new members. Evaluate what makes positive changes in your club experience. Have the courage to act even when you are leading the trend and not following the trend. Current and future members will thank you.
Kirk Reese, CCM, is general manager and COO of the Los Angeles Country Club and serves as vice chairman of NCA and co-chair of NCA’s membership committee.