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Year of Opportunity: Taking the Next Step

Post-Great Recession, private clubs align with the economy have rebounded, offering new opportunities and demands for clubs, staff and members. This macro perspective takes a look at not just the economic and legislative issues impacting the country, and the latest in branding, workforce, food and beverage, health and wellness and recreational trends impacting the private club industry.

THE ECONOMY

In 2017 the U.S. economy experienced accelerated growth and, according to Kiplinger Washington Editors, the U.S. gross domestic product is forecasted to rise to 2.9 percent in 2018, up from 2.2 percent in 2017. The unemployment rate continues to drop, and is expected to fall to 3.8 percent by the end of this year. Accordingly, consumer and business optimism is on the rise. The University of Michigan measured that consumer optimism were at 15-year highs in 2017 while business optimism is at its highest point since 2005.

Because of this success, employers, especially restaurants are having difficulty hiring and retaining staff. According to a global survey conducted by the Conference Board, retaining talent is the top concern for 2018. To adapt, innovative restaurants have implemented strategies centered around culture, training and benefits that make the hiring and retention processes easier. The Chicago-based sandwich shop Pork & Mindy’s hosts a monthly game night for employees, fully stocked with food and drinks where employees develop bonds through games and an open mic. The restaurant also uses a comprehensive training program that drills day-to-day functions and encourages growth within the company. At the fast food chain Sonic, cross-training employees to work multiple roles have helped increase engagement and retention. Benefits such as health care and sick leave have also proved to retain staff.

Last year’s Tax Cut and Jobs Act also seeks to boost the U.S. economy in 2018 and beyond. While the tax bill is likely to have little direct impact on the private club industry, the tax cuts are expected to benefit club members and staff. The bill reduced the corporate tax rate to 21 percent and reduced tax rates for most Americans. The new tax codes’ full benefits may not be felt until the next and upcoming years as items like the standard deduction will not take effect until 2019 filings.

The Trump administration has maintained a pro-business approach to policy. Burdensome rules such as the Waters of the U.S. rule, the overtime rule and the National Labor Relation Board’s joint employer and micro union rulings have been stopped or reversed with the hopes of creating a more friendly environment for businesses to operate.

WORKFORCE

As the prospect of artificial intelligence (AI) and robotics replacing human workers looms (a 2014 poll by Pew Research Center and Elon University’s Imagining the Internet Center reports that 48 percent of experts believe AI and robotics will reduce jobs instead of create them), a noticeable shift toward embracing the human element of work has occurred. As employee retention has become a growing priority, companies have focused on “more human-centered management approaches.” According to Sarah Sadek, CEO of XYZ University, a company that provides in-depth analysis on demographics, strategies that companies with good employee engagement redesign jobs, change the work environment, add new benefits, continuously develop managers, and invest in their people.

The workforce is rapidly evolving, and employers will need to keep in mind the latest trends that impact how they run their businesses and interact with their employees. Here is a forecast of 2018 workplace trends from Dan Shawbel, partner and research director at Future Workplace, a global HR consultant.

Interaction is In
As seen at corporate giants like IBM, Google and Apple, employee interaction can help boost creativity and relationships. According to psychologist and Wall Street Journal contributor Susan Pinker, having a 15-minute conversation to socialize with coworkers can increase productivity by 20 percent.

Credentials are Changing
As college tuition prices continue to rise, third party education programs are catching the eyes of young workers as they seek lower cost alternatives. Expect more organizations to hire new employees with certifications from programs such as LinkedIn Learning, Udemy, The Khan Academy and other providers.

Filling the Skills Gap
According to the National Federation of Independent Business, 45 percent of small businesses were unable to find qualified candidates for their openings and 60 percent of all employers had job openings lasting 12 weeks or more. As a result, more companies are focusing efforts to develop current staff, especially as technology replaces certain workers. An IBM study found that 84 percent of employees at top performing organizations receive adequate training while that figure is only 16 percent at underperforming companies.

The Burned Out Get Out
Employee burnout will increase turnover. The average full-time employee now works 47 hours per week, reports Gallup. Meanwhile, the Bureau of Labor Statistics has found that employee tenures have dropped from 4.7 years to 4.2 years from 2016 to 2017. A study by HR firms Kronos Incorporated and Future Workplace found that half of responding HR heads say that employee burnout is responsible for up to half of their annual turnover. The top drivers of burnout are perceived unfair compensation (41%), unfair workload (32%) and too much overtime work (32%).

Demand for Diversity
Conversations about diversity have become commonplace, increasing the need for employers to look more closely at how they hire and treat staff. Leading companies such as Google and SAP have found themselves in the spotlight after inconsistencies in how they hire and pay employees were discovered. More organizations are now creating better environments that support diversity.

Aging Workplace
The number of seniors in America is expected to increase from 41 million to 86 million by 2050, reports Pew Research. As this population grows, so will their presence grow in the workforce as, 74 percent of Americans plan to work past retirement age, says Gallup. This could create a ripple effect in the workforce, hampering younger employee’s ability to progress in their organization and putting more strain on health care and retirement benefits.

In addition, baby boomers are the fastest-growing sector of the industry’s work force, reports the National Restaurant Association. This group will remain the primary driver of the labor force’s growth until 2024, reports the U.S. Department of Labor.

Unplugged Workforce

While the U.S. unemployment rate remains low and continues to decrease, employee disengagement remains high. More than 100 million full-time workers populate the American workforce, however only about one-in-six (16%) are engaged at work, reports Gallup. An equal number are actively disengaged at work—they are unhappy and unproductive or even hurting the productivity of those around them. More than half (51%) are not engaged and are less productive than their ability.

Forty-seven percent of the workforce believes it is a good time to find a new job, with 51 percent looking for new potions. Thirty-seven percent of employees say they would change jobs for one that offered them the ability to work where they want at least part of the time.

As Americans increasingly feel time-constrained, they are looking to their work to help create more available time. According to the Gallup poll, 53 percent of employees say that when considering taking a new position, it is “very important” that the role allows them to have greater work-life balance. Fifty-one percent say they would change jobs for one that offered them flextime, and 37 percent would do the same for a job that offered them flexibility on where they worked at least part of the time. Many companies have adjusted to these sentiments as a 2016 Society for Human Resource Management benefits survey reports that 60 percent of companies offer their employees telecommuting opportunities—a 200 percent increase from 1996.

Staff Sentiment on Leadership

A recent Gallup poll of employees discovered a disconnect between staff and their leadership.

21% of employees strongly agree their performance is managed in a way that motivates them to do outstanding work.

22% of employees strongly agree the leadership of their organization has a clear direction for the organization.

15% of employees strongly agree the leadership of their organization makes them enthusiastic about the future.

13% of employees strongly agree the leadership of their organization communicates effectively with the rest of the organization.

Source: Gallup, State of the American Workplace

Wave of Workforce Laws

Across the country, states and local jurisdictions are taking workforce protections into their own hands passing laws that protect employees. Currently eight states (Arizona, California, Connecticut, Maryland, Oregon, Vermont and Washington) and to Washington, D.C., have laws requiring employers to offer paid sick leave to employees. Later this year on July 1, Rhode Island will implement its paid sick leave law. Many of these mandates allow employees to use this time to care for family as well. A growing number of major cities across the country such as New York, Minneapolis also require employers to give staff these benefits.

Eighteen states have increased their minimum wages in 2018.  These states include: Arizona, California, Colorado, Florida, Hawaii, Maine, Maryland, Massachusetts, Michigan, Minnesota, Missouri, Montana, New Jersey, New York, Ohio, Rhode Island, Vermont and Washington. Many more states and cities have increased their minimum pay rates in recent years and clubs can expect more jurisdiction to propose their own minimum wage increase laws. 

Immigration Enforcement

As the Trump administration continues efforts to reduce illegal immigration, workplaces are under increasing scrutiny to hire legal status workers. In 2014, 1.1 million undocumented immigrants were working at U.S. restaurants, reports Pew Research. To protect itself, clubs should ensure they have proper I-9 documentation and consider implementing the U.S. Department of Homeland Security’s E-Verify program.

LIFESTYLE

Family dynamics are changing. Among Americans 18 years or older, 50 percent are married, which is on par with recent years, but down 9 percent over the last 25 years, reports Pew Research. More Americans are cohabitating, with 7 percent of Americans living with an unmarried partner in 2016, up 29 percent since 2007. While half of cohabiters are less than 35 years old, the fastest growing segment of this group are those 50 years and older. The study also shows that 17 percent of married couples are multiracial, up dramatically from 3 percent in 1967.

While women have continued to enter the workforce, more men are becoming stay-at-home fathers and/or are sharing the role of breadwinner for the household. Pew Research Center reports that there are two million male homemakers in the U.S., twice the rate from 1989. In 2017, homes where only the father worked made up 27 percent of family households with children under 18. In 1970, that number was 47 percent. Fathers are also spending more times with their kids as the number of hours spent caring for their children is up to seven-per-week versus 2.5 in 1965.

Millennials have carved distinct trends for themselves, reports Pew. This group takes the largest share of households living in poverty compared to any other generation. They also claim the largest share of rented units compared to other age groups (18.4 million out of 45.9 million). Millennials also own the biggest share of households headed by single mothers and has the most heads of household identified as multiracial.

GOLF

Golf continues to evolve after the market became overextended during the past two decades. According to the National Golf Foundation’s (NGF’s) most recent numbers, 23.8 million people played golf in 2016—approximately the same level as in 1995, just prior to the Tiger Woods apex of 30 million golfers. While the number of courses has continued to contract over the past two decades (by 44 %), NGF reports that $3 billion has been spent to renovate nearly 1,000 golf courses since 2006.

Youth participation in golf continues to grow. PGA Jr., which provides a team format for young golfers, saw 42,000 children play on 3,400 teams in 2017—approximately a 16 percent year-over-year increase. Eighty percent of these players were beginners or recreational golfers and 25 percent were girls.

The Top Golf Effect

According to an NGF survey, among Topgolf guests, 29 percent of those who already play golf say that playing Topgolf leads them to play more traditional golf. Nearly a quarter (23%) of current golfers now follow the sport more due to playing Topgolf. Fifty-three percent of non-golfers who play Topgolf say that the hybrid golf-restaurant facility has helped them view the golf in a more positive light.

Topgolf has served as a gateway to traditional golf. The NGF survey found that 23 percent of responding new golfers (individuals who have played for three years or less), began golfing after their first time playing Topgolf. Nearly three-in-four of those individuals said Topgolf influenced their decision to play golf. Ninety-four percent of Topgolf’s non-golfers also feel “comfortable” at one of its venues, a stark contrast to traditional golf’s issues. According to 2016 NGF data, among golfers who tried golf, the top reasons they gave up the game included feeling uncomfortable or unwelcomed on the course, unease playing with strangers, and little ability to play well.

Golf Facilities at Clubs

1.      Practice putting green (89%)

2.      Short-game practice area (84%)

3.      Junior golf program (77%)

4.      Full-service driving range (75%)

5.      Video training (60%)

6.      Trainers specialized in golf fitness (33%)

7.      Golf-specific fitness equipment (27%)

8.      Indoor hitting facility (27%)

9.      Golf performance center (17%)

10.  Restricted driving range (16%)

11.  Short course (8%)

Source: National Club Association and McMahon Group Pulse Survey, 2017

What About Avid Golfers?

According to a GOLF.com survey conducted by Sports and Leisure Research Group, 37 percent of avid golfers (80% of those surveyed played at least 10 rounds in 2016) sought to play more golf in 2017 compared to 2016. These golfers, while time constrained, appear satisfied with how long it takes to play a round even if it means they do not play as much as they would like. The survey found that 62 percent of avid golfers would like to play more, however 72 percent said that they would not play more even if it took less time to play. Meanwhile, 61 percent said they are playing more because they have more time. 

Avid golfers adhere to traditions. Nearly 80 percent said they would not join a club that allows golfers to play in blue jeans and 64 percent said they only break a rule one or no times during a round. Virtually none (4%) would play a variation of the game, such as footgolf. Less than a third believe the game’s governing bodies are leading golf in the right direction, however most do agree (82%) that golf should encourage newcomers to the game to increase rounds played. A majority (58%) have not played at a Topgolf facility.

FOOD & BEVERAGE

According to the Winsight 2018 Restaurant Trends Forecast produced by Restaurant Business magazine and research firm Technomic, several key trends will have a large influence on the restaurant industry this year.

Asian island cuisine from places such as Indonesia, Malaysia and Singapore will become more popular, marked by sour, bitter and aromatic flavors.

In addition to allergen-free foods, chefs will take a closer look at gentler, gut-friendly dishes. Probiotic, prebiotic and anti-inflammatory ingredients that improve digestion like turmeric, aloe and flaxseed will become more popular. Spicy ingredients will remain, however their heat will be masked in flavors that hide the intensity.

Technology will continue to permeate and transform the restaurant industry. Data collected from menus, marketing initiatives and even smart kitchen equipment will help create a fully tailored experience to the customer. At the fast-casual Mediterranean chain Cava, sensors gathering line data have been used to optimize foot traffic and speed up ordering. The study also found that more customers will be comfortable sharing their data in order to have a better experience.

Employee development will become more important to restaurants in 2018. As the job market gets increasingly competitive, restaurant operators are tailoring career training programs to attract quality staff. These programs help recruit nontraditional restaurant employees by identifying staff desires and goals, and teaching valuable professional skills, such as emotional intelligence, communication and business practices for outside of the industry—acknowledging the reality that restaurants may be unable to keep certain workers.

Smaller Menu Items

A Bevy of Beverages

One of every five dollars consumers spend away from home goes toward beverages, reports Technomic. In 2016, beverages accounted for $181 billion in 2016—totaling 113 billion servings. While taste and refreshment is the biggest appeal to beverages, more focus has been placed on health and functionality as a result of demographic preferences as well as new regulations on sodas and labeling. Beverages can serve as snacks, energy boosts or meal replacement, opening new opportunities for manufacturers and operators.

Snack Culture

More Americans are snacking, reports Mintel, and those who do are snacking more. In 2015, 50 percent of Americans snacked two to three times a day; in 2017, that number was 55 percent. Half of respondents said the number one reason for snacking was to treat themselves and 24 percent said they do it to relieve stress. Millennials are most likely to snack the most as 25 percent eat four or more snacks in a day, while only 10 percent of Generation X does the same and 9 percent of baby boomers.

Healthy snacking has become increasingly popular. Low/no/allergen-reduced snacks accounted for 46 percent of new snack products in 2017, up from 16 percent in 2013, and one-in-three consumers said the majority of their snacking is healthy. Like newer beverages, snacks are also used to boost consumers, as 49 percent of post-lunch snacks are categorized as healthy or energizing.

Among other popular snacks are salty snacks (up 30% since 2011), meat snacks (up 51% since 2011) and popcorn (up 39% since 2011).

TOP 20 FOOD TRENDS

1. New cuts of meat (e.g., shoulder tender, oyster steak, Vegas Strip Steak, Merlot cut)

2. House-made condiments

3. Street food-inspired dishes (e.g., tempura, kabobs, dumplings, pupusas)

4. Ethnic-inspired breakfast items (e.g., chorizo scrambled eggs, coconut milk pancakes)

5. Sustainable seafood

6. Healthful kids’ meals

7. Vegetable carb substitutes (e.g., cauliflower rice, zucchini spaghetti)

8. Uncommon herbs (e.g., chervil, lovage, lemon balm, papalo)

9. Authentic ethnic cuisine

10. Ethnic spices (e.g., harissa, curry, peri peri, ras el hanout, shichimi)

11. Peruvian cuisine

12. House-made/artisan pickles

13. Heritage-breed meats

14. Thai-rolled ice cream

15. African flavors

16. Ethnic-inspired kids’ dishes (e.g., tacos, teriyaki, sushi)

17. Donuts with non-traditional filling (e.g., liqueur, Earl Grey cream)

18. Gourmet items in kids’ meals

19. Ethnic condiments (e.g., sriracha, sambal, chimichurri, gochujang, zhug)

20. Ancient grains (e.g., kamut, spelt, amaranth, lupin)

Source: National Restaurant Association’s 2018 “What’s Hot”

TOP 10 CONCEPT TRENDS

1. Hyper-local (e.g., restaurant gardens, onsite beer brewing, house-made items)

2. Chef-driven fast casual concepts

3. Natural ingredients/clean menus

4. Food waste reduction

5. Veggie-centric/vegetable-forward cuisine (e.g., fresh produce is star of the dish)

6. Environmental sustainability

7. Locally sourced meat and seafood

8. Locally sourced produce

9. Simplicity/back to basics

10. Farm/estate-branded items

Source: National Restaurant Association’s 2018 “What’s Hot”

Fast-Fine Dining

A new breed of restaurants labeled as “fast-fine” or “fine-casual” are popping up from coast-to-coast. These hybrids have fewer staff (diners order at a counter) and serve “Instagrammable” food delivered to the table. Popular with millennials, these restaurants offer value and sophistication to the dining experience—restaurant-quality food with quick service. This trend is an offshoot of the fast-casual dining, but with a stronger focus on extraordinary food at affordable prices.

According to research firm Technomic, dining trends by groups that eat at least once a week at a fast-casual restaurant are led by millennials (67%), followed by gen-Xers (59%) and baby boomers (45%). The fine-casual concept will pick up steam as restaurants look to reduce labor costs, increase number of meals served, and appeal to millennials.

HEALTH & FITNESS

Despite an increase in the number of health club members—more than 57 million people in 2016 according to the International Health, Racquet and Sportsclub Association (IHRSA)—obesity rates are at an all-time high. The Centers for Disease Control and Prevention reports more than 70 percent of Americans have a body mass index of more than 25, which classifies them as overweight or obese. With an emphasis on getting healthy, which trends will offer the best results to members who want to be healthy?

Some of the game changers identified by the fitness industry include making fitness fun. According to Brenda Loube, president of Corporate Fitness Works, “As an industry, we have done an amazing job at incorporating technology and data to drive participation, motivation and outcomes for participants, but we need to continue to find innovative ways to  incorporate human interaction through play for programs to be sustainable and to have long-lasting effects we desire.” She points to examples that are fun motivators and include socialization for all age groups like pickleball, corporate fitness programs and sports leagues.

Other game-changers noted by Club Industry leaders include medical intervention, exceptional member experiences, stress reduction and recovery, and using technology as a partner and coach.

Fitness Gets Flexible

There are now more ways than ever to focus on health. Here are some new, popular ways gym goers are working out when not at the gym.

At Home or On-the-Go

Personal training has gone digital, allowing gym goers to work out at home. While a potential threat to big-box gyms, some have adapted by launching their own workout apps. Gold’s Gym offers a subscription-based service that provides users with a “digital personal trainer” for multiple types of workouts. Youtube, Instagram, Nextflix and other streaming services offer free and paid workout videos. Boutique gyms such as Flywheel Sports, which has numerous brick-and-mortar locations, is also releasing streaming content for at-home users of its bikes. Health clubs are engaging members even when they can’t make it to the club.

Wellness in the Workplace

Sixty percent of large companies provide comprehensive wellness programs, reports Workforce. On the small scale, wellness programs include health surveys, seminars, weight loss goals, and cover the cost of gym memberships. More robust programs may provide workplace fitness centers, classes and healthy eating options.

Going further, specialized corporate wellness providers offer thousands of clients various packages to their workforces, ranging from disease and diabetes prevention to massages, Fitbit trackers and flu vaccines.

Health and wellness extends to emotional and financial well-being. According to Northwestern Mutual, more than one-in-four millennials say financial stress impacts their job performance. This type of stress can impact their health and absenteeism at work, as a Rand Europe survey of 3,000 Britons discovered that workers with financial stress lose six days of work production compared to those who feel financially secure. Wellness providers and HR departments have begun to combat these issues with mental health counselors, allowing leave for mental health days and destigmatizing mental health issues.

The International Health, Racquet and Sportsclub Association (IHRSA) recently surveyed men and women about what attractions they wanted in a club.

MEN

1.      Stationary Cycling

2.      Calisthenics

3.      High Intensity Interval Training

4.      Weights/Resistance Machine

5.      Rowing Machines

6.      Stair-Climbing Machines

7.      Stationary Cycling (Upright/Recumbent)

8.      Tai Chi

9.      Free Weights (Dumbbell)

10.  Free Weights (Barbell)

WOMEN

1.      Aquatic Exercise

2.      Barre

3.      Boot Camp

4.      Cross-Training-Style Workouts

5.      Dance and Choreographed Exercise

6.      Elliptical Trainers

7.      Cardio Kickboxing

8.      Pilates Training

Top Fitness Trends for 2018

1.      Boxing and kickboxing workouts will experience a resurgence in popularity. More studios have begun offering these workouts in group and individual settings.

2.      The rediscovery of functional training. More workouts will focus on quality of movement opposed to intense strength training.

3.      Fitness programs will become more mindful with instructors and trainers incorporating various strategies to promote flow states—intense concentration or complete absorption in an activity through exercise.

4.      Increased emphasis on the role of exercise in enhancing cognitive performance. Exercise programs will be developed specifically for the purpose of training the brain.

5.      Health clubs will utilize streaming technology to connect with members outside of the gym to enhance the traditional fitness experience.

6.      Health coaches will be more recognized by the medical community for their efforts to help clients develop healthy habits both inside and outside of the gym.

7.      Fitness is transitioning from a subculture of passionate enthusiasts to a mainstream lifestyle. The fitness culture will grow stronger as apparel, fitness-centered social experiences and food menus become more health focused.

8.      Group fitness will become more popular. Programs like CrossFit and OrangeTheory Fitness will grow in popularity because instructors have a greater impact leading a group versus one person in effective, time-efficient workouts.

Source: American Council on Exercise

More Spa Days

The International SPA Association (ISPA) Foundation’s 2017 ISPA U.S. Spa Industry Study, commissioned by Price Waterhouse Coopers revealed that the spa industry is growing at a record level. In 2016, the industry saw more than 184 million visits creating nearly $17 billion in revenue. The demand for spas has increased the need for new spa staff. 2016 saw 33,000 vacant spa positions with 61 percent of spas actively looking to fill their employee rosters.

Spas have effectively used technology to increase exposure to clients and ease of use. Roughly two-thirds of spas give the options to book appointments online and 83 percent use social media to offer promotions.

BRANDS & WHO LIKES THEM

Defining a company brand has become a complex process with numerous avenues and impacts. Enso, a brand consultant, delivered the “Enso’s World Value Index,” a ranking of 150 brands on how Americans identify a brands’ purpose, how its values reflects the consumer and the extent to which it motivates brand advocacy and purchase. The report revealed a large gap between brands and the demographics they influence.

Among baby boomers, brands like AAA, Pfizer and Hewlett-Packard ranked much higher than they did among millennials. For the younger demographic, technology-based companies Twitter, Snapchat and Uber ranked much higher than with their senior counterparts.

One reason for the gap is different priorities. For example, millennials place less emphasis on car ownership compared to boomers, resulting in a lower rank for AAA and Chevrolet. Another explanation is time. Newman’s Own, which ranks 7 among boomers and only 81 with millennials, may have less cultural significance among the younger group. In the future, these brands may be at risk of losing relevance as the purchasing power grows for millennials and weakens for boomers.

Many brands that perform well among millennials have clear missions. The Honest Company, a seven-year-old mission-oriented business which sells products for young families, such as diapers, ranks higher among millennials than Proctor & Gamble’s Pampers.

Reflecting this, the study found that 68 percent of millennials said that creating change in the world is a personal goal that they actively pursue, compared to 42 percent of boomers. In addition, 41 percent of millennials have taken action on an issue important to them, compared to just 17 percent of boomers.

Also important is brand marketing. Newman’s Own has a strong charitable mission, yet only 39 percent of millennials could identify the company’s goal. Similarly, Pampers has made great strides in fighting neonatal tetanus, but only a small number of Americans are aware of the company’s work.  

Finding Influencers

One strategy with increasing importance is using influencers to promote a brand. According to the consulting firm A.T. Kearney’s marketing study, “The Consumers of the Future: Influence vs. Affluence,” influencers play a large role in driving markets as they create and drive authentic passion for a brand.  

These individuals may be celebrities, bloggers, social media stars or even niche influencers who have small, engaged followings. The latter play a significant role impacting younger generations’ decisions. Fifty-four percent of Generation Z (those born from the mid-1990s to mid-2000s) and 51 percent of millennials said they are influenced by micro-influencers who blog.

What Affluents Want

Luxury consumers expect customized experiences that are both distinctive and innovative, writes Kevin Reilly, partner at the accounting firm PBMares. To join a club, they also need a more holistic approach that entices the entire family. Fewer clubs can appeal to a prospective member just through golf. Being more time-constrained, affluents want options that will appeal to spouses and children, whether through swimming, art studios, great dining or fitness. To get new members to join, they should be overwhelmed with options. In other words, give them specific reasons to join, says Reilly.

How to Utilize Micro-Influencers

  • Identify relevant influencers and understand the dynamics related to partnering with them
  • Look for quality instead of quantity: high social network engagement levels and stronger alignment between goals and values
  • Build long-term communities that enhance authentic passion for the brand

Source: A.T. Kearney “The Consumers of the Future: Influence vs. Affluence”

Opportunities for 2018

Opportunities are aplenty for private clubs. As the economy continues its growth, clubs may have more options in 2018 to improve the club experience for members and staff, creating a personal and customized experience for them.

 

Club Trends Fall 2018

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