Q: Why do private clubs need strategy? A: Roughly half of America’s private clubs operate with a strategic plan, according to a 2014 National Golf Foundation study of private clubs. Among the 32 percent of clubs surveyed that defined themselves as “financially sound,” nearly three-in-four (73%)
McMahon Group conducted their annual Pulse Survey in the fall of 2015 testing many major aspects affecting private clubs. The information gathered provides a wealth of information and trends on where the club world is headed in 2016—and how they are planning for it. Below
This summer, the members of Merion Golf Club gathered to celebrate the grand opening of the Hugh Wilson Pavilion, our newest space. A large, light-filled room, with a soaring ceiling and expansive views of the East Course, the pavilion appears as a natural extension of
As the economy rebounds, clubs are moving into an area of distinct opportunity, and, for the first time in a long time, some are getting the sense that better days are ahead for the industry. NCA’s most recent planning survey focused on the impact the
As clubs consider updating their facilities and renovating elements of their clubs, and especially their golf courses, it’s important to understand the lifecycle of key golf course components. Knowing when items need to be updated and how long new renovations can be expected to last
Whatever standards private clubs may adopt, few can deny that success and excellence are based heavily upon outstanding member service. While some clubs may offer extensive amenities and others may not, the quality of service is a universal equalizer within the industry. At its heart,
Long-term strategic planning is at the heart of every club’s ability to prepare for the future. Unfortunately, saying that a strategic plan is important and knowing how to actually create one that meets the needs of your specific club are two very different things. Establishing
With the continuing challenges posed by the nation’s struggling economy and the vast array of changes occurring in the world surrounding clubs, it is critical to recognize that strategic planning is an ongoing process that helps to ensure the continued health of a private
While no one has a crystal ball and can see the future or the long-term impacts of this recession on the private club industry, one thing is certain. It makes sense to be prepared and plan ahead. That is why
Editor’s note: This is the first of a series of articles dealing with private clubs and the economy. The National Club Association is compiling a number of resources to assist clubs in a tough economic climate, including a recent membership special report containing articles and