One certainty for 2024 is that it will bring reports of new ways to apply artificial intelligence (AI), both in personal lives and for virtually every type of business and organization. Another certainty is that there will continue to be growing confusion about just what
The results of the Outlook 2024 Pulse Survey, as described in other articles in this issue of Club Trends, make it clear that even in a new Golden Era with heavily populated golf courses, full recreational and dining facilities and swelling membership waitlists, club leaders
While it is encouraging to see that small majorities were recorded in the responses to each question in the Pulse Survey, other results, as detailed in this issue, highlight many reasons why the percentages in both cases should be much higher. With clubs focused on
While many clubs continue to enjoy full member- ships and full-capacity use of the activities they offer, club leaders remain well aware of the need to focus on a wide range of management and operational areas as they strive to improve their clubs’ value propositions.
Many clubs nationwide have enjoyed the benefits of a post-pandemic world, including increased club activity and long waitlists to join. They expect a positive 2024–at least, those that continue to evolve and address its challenges. Positive Economic Signs Another year removed from the COVID-19 pandemic
For more than 70 years, St. Louis’s Old Warson Country Club (OWCC) has been an integral part of the lives of some of the city’s most prominent citizens. With a championship golf course as part of the founders’ vision, they enlisted the expertise of Robert
Located just blocks from the White House and our nation’s iconic monuments, The Metropolitan Club of Washington (MC) is one of the city’s oldest and venerated private institutions. Founded during the height of the Civil War by six Treasury Department officials to pursue “literary, mutual
Artificial intelligence (AI) has come under fire, even from those who are in the forefront of advancing its development, as a potential “evil” that could grow, if not properly controlled, to exert dangerous consequences on all of humanity. But momentum continues for efforts to apply
When private clubs turn their attention to long-range strategic planning, they usually think of focusing on broad areas such as governance, facilities and membership development. Specific aspects of an operation such as a food-and-beverage program are often viewed as a secondary consideration, if indeed they
As the post-COVID-19 membership boom has coincided with an acceleration of staffing shortages and the need to catch up on renovation projects that were put on hold during the pandemic, clubs’ food-and-beverage programs are being put to the test like never before. Many clubs are