THE CLUB INDUSTRY is at a crossroads. At the center of the dilemma is an aging population, with baby boomers representing the majority of club members. Logic dictates that the next generation will replace the boomers when they relocate, age out or die. While generation X
Club Benchmarking data reveals a tale of “three” cities happening in the club industry, which appears to be a growing divergence. According to our research, one-third of clubs is prospering and growing, one-third is “going sideways” and one-third is falling further behind every year. The
OUR DATA REVEALS a “Tale of Three Cities” happening in the club industry, and we are deeply concerned about what appears to be a growing divergence. According to our research, one-third of clubs is prospering and growing, one-third is “going sideways” and one-third is falling further
WHEN A CLUB’S volunteer leadership is made up of individuals with extensive experience sitting on and leading corporate or nonprofit boards, general managers can be at a disadvantage in the boardroom. The relationship between manager and board is critical, but such disparate backgrounds can make it
Member satisfaction and member loyalty are related, but the terms are not interchangeable. Ask yourself this question: Are your club’s most loyal members always satisfied? Probably not. Loyal members are often the first to offer constructive criticism when an amenity or service misses the mark.
Private club boards have a legal responsibility to protect the interests and assets of the club they serve, but most clubs and boards live one year at a time and never get around to addressing the club’s long-term capital needs. On average, property, plant and
Lay the groundwork for better club governance through properly focused board education. One of the most unusual aspects of private club governance is the constant turnover of officers and directors. In most clubs, a new president takes over every year or two. Frequent turnover in
There seems to be a blind spot in the industry when it comes to financial focus. While a great deal of a typical club board’s time and attention goes into dissecting income statements and budgets, I see very few boards that recognize the importance of
Q: We have an exceptional general manager who we’d like to keep. How do we determine whether he’s being compensated appropriately relative to what other clubs are paying? A: Retention of talented management is critical with the compensation package central to that effort. When it comes to
Washington, D.C., (January 19, 2017)—The National Club Association (NCA) is proud to welcome Club Benchmarking to NCA’s Corporate Partner Program as a Strategic Alliance Partner. With the industry’s largest and most comprehensive research database, Club Benchmarking provides mission critical financial insight to assist club leaders