Bob’s Point of View: No James Collins, author of “Good to Great” in his nonprofit sequel, “Good to Great and the Social Sectors,” postulates that social sector organizations are not businesses in the business sense. In my opinion, he is spot on! Generally defined, a
In 2008, while serving on the board of my own club, I became aware of a disturbing information gap in the club industry that was affecting the way decisions were being made. The country was in the throes of an economic meltdown, yet the mindset
The following may be used as a quick barometer to evaluate your club’s financial health: Maintain at least a break-even working capital. (e.g., current assets less current liabilities). Most clubs do not have large cash reserves. The reason is that clubs generally operate on a “break
TO ACCURATELY and effectively monitor the health of the club, stakeholder groups must focus on key performance indicators that are appropriate for their role in the organization. While a department manager’s dashboard will include operational KPIs, board members should be focused on high-level, strategic KPIs
Experienced club managers are well acquainted with the metrics on their club’s income statement, and equally familiar with how intensely boards focus on those metrics in their monthly meetings. That focus on the income statement fuels frustrating debates about low-impact issues like the financial results
Golf industry decision makers from across North America—including architects, golf course owners, operators, managers, professionals and superintendents—recently gathered at Longleaf Golf & Family Club and Pinehurst Resort for the American Society of Golf Course Architects (ASGCA) Foundation event, From Tees to Green: A Symposium on
A CLUB’S AMENITY MIX makes a difference. Clubs with expanded offerings command higher initiation fees and attract more members. The yellow slice in the pie charts below represent the percentage of fixed operating expense allocated to non-golf sports and recreation (i.e., racquet sports, fitness, aquatics).
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
While expensive initially, capital projects and renovations can give a significant boost to your club’s bottom line in the long run. Peacock + Lewis Architects and Planners has a strong history of creating amenities that not only give members more memorable experiences and reasons to