9 de julio de 2012

Estimados Amigos,
Quiero compartir con Ustedes los temas tratados en el Simposio Internacional Anual de Gerentes que se llevó a cabo en el Congreso de la Club Manager Association of America. Hay temas muy interesantes que son compatibles con nuestra realidad.
Un fuerte abrazo,

Monday, February 27, 2012
New Orleans Marriott
La Galleries 6, 2nd Floor
10:00 a.m. – 3:00 p.m.
(Session #1279)

Opening Remarks - Recognition of TORO
Moderator John McCormack, CCM (Ireland) welcomed the international group and gave a special thanks to the TORO-- a CMAA Bronze Corporate Advantage Partner and supporter of the International Symposium. TORO representatives Grant Young, Senior Marketing Manager and Peter Moeller, Head of Marketing & Irrigation were present.

New Initiative Scottish Golf Union (SGU)
Andy Salmon, Golf Development Manager, SGU and Kevin Fish, CCM, Club Development Manager, SGU, CMAE volunteer and past GCMA Club Manager of the Year introduced a new initiative through the SGU. The key objectives are: 1) To increase participation in the game of golf in Scotland; 2) Support clubs 3) Develop golf talent in Scotland and 4) Develop key partnerships

Clubgolf is a national program in Scotland and the objective is to give every nine year old in Scotland the opportunity to play golf by 2014. In 2011 they had just over 38,000 nine year olds (73% of that population) experience golf in a six week program (during school time.) There are 303 out of 580 clubs taking  kids and introducing them to a structured coaching program at their club. The coaching is delivered by qualified volunteers (1600 coaches) and in some cases by PGA professionals (125 are PGA pros). In these participating clubs there are 12,675 children engaged in a structured coaching program. A new generation of golfers that don’t come from a golfing background are now being recognized. The next step for the SGU is a similar program for adults using exact same principles.

It was reported, however, that other initiatives are stalling at the club level. There has not been a significant increase in junior memberships at clubs and that was ultimately a major goal. Various public agencies in Scotland are looking to drive the economic impact golf has on economy. One of those agencies is Scottish Enterprise who invested heavily in a pilot program to help clubs go into a diagnostic process and map out how to improve their service, their business and attract more tourists. Since this program had been implemented a little over a year, there was one absolute and unequivocal item they learned: The governance structure in clubs is the biggest single obstacle to progress. Large amounts of money are being spent on coaching, green keeper training  and all sorts of other initiatives and it is the governance at these clubs that is preventing these initiatives from being successful.

A simplistic model of the core functions at every Scottish golf club is represented by 1) Club Manager or Secretary 2) Golf Professional (50% of the clubs have one) and 3) Course Manager or Superintendent/Greens Keeper. They are interlinked and interdependent. Additionally, the clubs have the volunteer committees.

Education Provision
Looking at the education landscape of clubs, the education provisions and structures for managers/secretaries is very limited. Eleven organizations were doing 11 different things. Conversely, the golf course team have very structured and clearly laid out qualifications for their professionals by the PGA, with a very clear education framework. Up until about five years ago golf was comfortable. People were cueing to join golf courses, waiting lists were common place. Few clubs have waiting lists today. Golf got complacent and that is why there was no education for the managers in Scotland. The SGU did several things. The 11 organizations were invited to meet and move in the same direction forming the Scottish Golf Education Partnership with some very simple objectives. A shared education calendar was developed for those 11 organizations in Scotland and a coordinated  approach was taken towards delivering education. SGU as the governing body  now needs to establish a framework and qualifications for how club education is to be delivered.

The Framework
CMAE has developed a range of tools and services aimed at teaching the universal principles of club management and seeking partners at a national level to deliver education and information on local and national practices. SGU and other allied organizations will promote and use these universal principles and the associated courses and certification process as a framework for the delivery of a coordinated education program in their respective countries.

The CORE Education Objectives of CMAE for this are: 1) Structure – There must be a planned program, teaching to the required standards in a logical order  2) Relevance – Subjects taught must be relevant and appropriate and 3) Accessibility – Offering competitive value for clubs and all individuals that want to become club managers. (Education will be applicable to all of the following: PGA pros, green keepers, hospitality, club managers as well as other careers.)

What is the Club Managers Role?
Both the CMAA study in 2002 and a CMAE survey in 2010 were in agreement of the ten core competencies of a professional and competent club manager. Bournemouth University conducted a study for a Management Development Program (MDP) and came up with the “European BMI”. A five-day course (Monday-Friday, 6-8 hours a day) classroom based, with residential accommodations included, presented by professionals and club managers with the curriculum based on CMAA’s BMI 1 through 5. Courses are de-Americanized and instead Europeanized. Level I has a portion of the program that is specific to the presenting country due to: different statutory compliances, different sports and different order. The objective is continuous professional development in preparation for the CCM designation. Club Management Level I pilot courses were presented by SGU in Scotland this past October and November and will be repeated in March. Level II will be introduced in Stirling. These courses received the support of and audit from CMAA. This Certification Pathway is high quality offered at a low price. (See CMAE website for full details).  The Certification pathway will be in two parts. The Club Management Diploma: Complete Level I & II and then a multiple-choice exam, classroom case study and work-based assignment of the delegate’s choosing. And then the second part: Certified Club Manager: Complete four of five MDP courses plus a four- hour multiple-choice exam and a three- hour case study exam. The CCM Exam will be given twice a year. Exams can be proctored to accommodate people locally. The triangle targeted is pros, course managers and general managers. 

Following the presentation by Andy Salmon and Kevin Fish, John McCormack called on CMAE President Jorgen Kjellgren who gave remarks and presented David Roy with his CCM pin.

Trends in the Club Industry
Guest Speaker Bill McMahon , Sr., AIA – McMahon Group presented: Trends in the Club Industry. Trends are changing the club world. His data was primarily in the U.S. and Canada. Both counties have much in common.

There are six lifestyle trends we see:
1)      Time-Constrained Society
a.       Members are looking for sports that are more time efficient
b.      Tennis, squash, fitness the participation is up
2)      Changing Role of Women
a.       Many women are the primary bread winners
b.      Men join for golf women join for everything else
3)      Health & Wellness (what’s important)
a.       Fitness facilities
b.      Outdoor Pool
4)      Sense of Community
a.       New members and future members look for family orientated clubs. What was the old purpose of a club is now the new purpose.
5)      Green movement
a.       New members look for their club to reinforce the green movement.
6)      Technology & Communications
a.       Allow cell phone usage. Maybe not in the dining room but technology and communications are here and we must embrace them.

·         Use both management and member surveys to identify club trends.
·         Denim, you will need to offer aspects of denim use. Clubs that ban technology and aspects of denim from their dress code will struggle.

Clubs prosper and decline much as does the society they serve.

Some Economic Trends:
·         75% joining clubs now are 55 years and younger, need to market to attract them.
·         Current majority of members are 55 years and older.
·         The recession has technically ended but the economy is still down.
·         2011 was a good year for club improvements. Banks are lending money. 2012 looks better.
·         How will clubs survive in this economy? By attracting new members.
·         How can you do that, lower initiation fees. Initiation fees often don’t rise and fall with the economy but they should. Dues are what run the clubs, not the initiation fees. Lower initiation fees don’t have to stay lowered. Use to get members in, fill up your membership. Remember: money not coming in is money lost forever.
·         Membership satisfaction.

What has this economy taught us?
·         Clubs must manage operation costs.
·         Prioritize, perform better, eliminate dead wood, focus on retention, provide quality service.
·         Provide a friendly atmosphere (family friendly). Build the social-recreation aspect of your club. In today’s world people want social connectivity.
·         Facilities must be well provided. The lifestyle trend is health/wellness/fitness.  Recreational offerings are important. The larger the club, the higher the satisfaction. A large member base makes things more affordable.
·         Listen, know what your members want. Survey when there is something important to know! Survey quarterly online to keep up on issues.
·         Quality of the food/dining aspect is the primary reason members stay-- not golf.  Your food department is critical. Make the same commitment to the food/dining aspect as you do to the golf course. Clubs that renovate their dining pick up 30% more business. Clubs should renovate their dining areas about every 10 years to refresh them.
·         It’s not the cost of the club, it’s the value for the costs. You must have year-round full service. Example: Areas where you have cold add skating, etc. when golf is not available.
·         Develop a proactive program! Get them in…they will buy. Members sell to other members. Approximately 10% of your active membership recruits. What about the other 90%? Offer temporary memberships to get them in and try/experience the club.
·         Clubs must maximize cost saving and income producing sources. Run your club like a business. Cut waste not quality.
·         Marketing should not be perceived as a bad word. Use marking and market income producing products like banquets, golf outings, overnight rooms or attendance at functions.

Statistics show: 20% of the clubs that serve the affluent are financially strong; 60% of the clubs will struggle and will survive; 20% of the clubs are having severe hardships and will disappear. Currently the market can sustain one 18- hole golf course per 120,000 population. It used to be per 100,000 of the population.

·         Do a competitive market analysis!
·         Do surveys.
·         Social prestige is still important at clubs.

What is prevalent now and what are the trends:
  • Health & wellness
  • Casual dining (seeing more usage)
  • Bars and lounges separate from the dining area
  • Outside dining (very popular)
  • Formal/upscale dining is questionable (used mostly for banquets)
  • Good quality
  • Convenient location (70% of membership reside within 7 miles of their club
  • City clubs are becoming the downtown country clubs staying open Saturday and Sunday
  • Bigger memberships afford more services and offer better value
  • Golf needs female and children participation. Get a female golf pro! In the past this was the missing. NGF stats: If women play golf, that family is 3 to 4 times more likely to stay active with the club.
  • Offer child care facilities. If you have fitness you need childcare. Again family friendly.
  • Make your club friendly to the 55 and younger crowd
  • Year round club activities. One club adds paddle tennis for golfers during winter, this keeps club usage up.
  • Local economy impacts the club.
  • It is important to have a strategic plan (long range marketing and operating plans). This is not the same as a facility plan.
  • Keep an eye on the future.
  • Your current membership needs to recruit.

Round-table Discussion on Retention & Recruitment
·         One club with a large number of members in their 80s anticipates them turning over in the next few years due to natural attrition. Because of the size of the initiation fees and the demand in the community they see this as a positive benefit for them. This club had a small group of members who personally funded a fitness facility a few years back and due to its success they are now expanding and building a multi-million dollar facility to meet the demands of the entire membership. The is an example of  what a club can do to retain members and create value.
·         Another club added a lots of spa services. As some of the spa services dropped off they added cardio.
·         A club had a 14 year wait list for male members but women have no waiting list.
·         Arizona club in a community with a more remote physical location. They rely on new residents for growth, so they help to attract new residents. They sponsor charitable events. They paid for marketing to position themselves on internet searches. They specifically hired a marketing director. Everything they do is directed at marketing. They’ve added value to their club. They’ve run an ad on the golf channel. They are aggressive about marketing. They host cocktail parties for their top spending members and they are calling members who are at the bottom of the spending list and ask them to come out.
·         A club in Belgium uses the cultural aspect to market. They have two different languages in Belgium: Flemish and French and they focus and market to the French speaking group. It is a social prestige aspect.
·         A club’s facilities must be in good shape.
·         Discussion was divided on whether to focus on golf or other sports, different things work for different clubs.
·         Get women involved.
·         Have a tiered access program, the more you pay the more access you have to the club and facilities.
·         Focus on retention, use a club passport, have incentives, have a new member buddy system, team an old member with a new member. Have a bonus system for recruiting.
·         Recruit from the city or town nearby, make it more affordable, reduce costs (initiation fee), make new members feel welcome, make club more family oriented to attract juniors , target family, add value provide a quality product, allow denim.
·         Clubs should be an experience, fun, theater, have social events, invite local artists, maybe sculptures on the golf course, photographs expo, schedule events with vineyards, breweries, the theme is fun! Doing this adds value.
·         Going with the theme of fun, one club invites 25-35 year olds to social for singles party. Very popular.
·         Few clubs have such an ideal location that they can charge high fees annually.
·         New type of memberships that are at a lower cost. Different types of memberships not one type. Some members only play a few times a year.
·         How to bring the family in. Four hours needed to play 18 holes of golf. How about just a driving range. To reduce the time and accommodate the kids.
·          Kids play free
·         Offer cooking course by chef. Zumba fitness classes. Offer these classes free to members – this would add value to their membership
·         Some type of child care facilities while ladies are in the fitness class. Room next to the fitness room where mothers took turns overseeing the children.
·         Possibly have Grandparents spend time with the children while the parents are taking part in other club activities.

Canadian Society of Club Managers (CSCM) Presentation
Gregg Lundmark, CSCM President said that due to Canada’s convenient location to the U.S.A., it made it easier for the CSCM to tap into the resources of CMAA. They worked closely with two key individuals at CMAA and would like to recognize them for their time and effort assisting CSCM enhance their certification program. Mr. Lundmark called on CSCM Vice President Greg Richardson to make the presentation. Mr. Richardson stated CMAA has worked with CSCM over the last 10 years and has adopted the same basic certification program and BMIs as CMAA (CSCM led by Executive Director Elizabeth DiChara). He recognized Jason Koenigsfeld and Joe Perdue each with an Award of Appreciation for their work with the CSCM.

Lunch Break

Social Networking Panel Session
Presented by Peter Trombetta, Webmaster of the New England Chapter and Paul Astbury, President of Ocean Reef Club

Mr. Trombetta stated the New England Chapter was the first chapter to have a web site after CMAA National (six months after). Once a club decides to have a website, they need to determine if they will be a public space or private (log on required). Private does not mean secure. Privacy policies change regularly and you need to be aware of these policies and changes. If your club decides to have a social network you are encouraged to form a committee. Does your social network fit your club and is it in line with your club privacy policies, i.e. postings and pictures about your members without express consent of the member might be of concern. Your club’s non-profit tax status might also be in jeopardy with an open social network as opposed to private. Are you advertising your club on this social network? Postings should be professional, positive and keep with the clubs image. You might also give thought to how members and staff members interact on the site. Do you have policies in place? Does your social network connect with its members?

The next presentation was from Paul Astbury, President of the Ocean Reef Club in the Keys along with Richard Weinstein. Marketing in the private club industry is relatively new. The Ocean Reef Club is on 12,000 protected acres, 1,700 homes, marina, three 18-hole golf courses, as well as two vets on the property. Most of our members and are equity members. The club is basically a self-contained community with school, fire department, airport, and medical center. It  has the resources to experiment and can afford to make mistakes unlike many smaller clubs. The club’s social media platforms such as Facebook and Twitter are used to create new ways to communicate, stay in touch, build relationships and extend social influence. Communication has always happened in clubs in some form or another via flyers, newsletters, etc. It is just happening faster now! Two ways to think about social media: 1.) Interaction between individuals: It is not what you say about your Club but what others are saying about your club; and 2.) Interactions between your company, organization or club and both members and non members:

The Ocean Reef club’s goal is 250-300 new members a year. Ocean Reef Club is a high end community club. The club uses Twitter to offer last minute deals and it  plays a major role in the recruitment of  the club’s 300 seasonal employees. There is discussion as to whether it’s good, bad or indifferent but social media is out there. Ocean Reef next established Facebook and it is self sustaining tool. The club posts, members respond and then members create their own conversations on the club’s page. It is across the age spectrum and not just the young. We find older members have more time and get more involved. Postings have assisted with membership recruitment. For example: A visitor posted such positive comments along with pictures that within a day we had 20 responses and people responding they would love to live there! The club had two versions of their page, one for visitors (can’t see all comments) and one for members. As with all social media unless there is a big downside, open it up to all, which we did. To demonstrate, the club has 3,200 fans with ongoing discussions and about 8,000 visitors. In order to keep up the interest,  something is posted two or three times a week. Facebook drives members and potential members which is what the club is trying to do. Facebook automatically updates club apps and the club has the ability to pull things off the wall if needed. Members are talking to each other and competing for the right type of message.

Q: Do you have only one administrator who posts? Does staff post? They do have a communication department with one person responsible.
  1. Time needed not more than 3-4 hours a week. Yes, have one person has to take the lead to keep the communication consistent and know the language you want to use. They have a weekly communication meeting with senior staff to decide what to post.

Q. Does the club blog?
A.In the case of Ocean Reed, they do not blog. They have emails address if anyone needs to contact the staff. The club has a wall on Facebook and members post.

Q. There are lots of avenues for member feedback. Why Facebook?
A. There are other private sites but we feel Facebook works better reaching out and has a larger audience. 501(C)(7) clubs who are concerned about privacy of their members and status use other more private avenues.

Roundtable discussion on Social Networking (pros and cons)
  • Note: After this mornings presentation one participant took a picture and Tweeted about it. Linked-in on their website and it went on Facebook. They had immediate responses. Social media you have to be there, its happening now. It is alive.
  • Idea for others – 40 club managers in Sweden created a closed Facebook site where they have an open forum. They can do benchmarking, discussion, training sessions, etc.
  • What are the benefits? A well developed social platform can: e-mail to membership, various fraternities within your membership, offer online voting, make club bookings
  • Policy issues are a concern and there is a culture component as well. Example: If a CEO is seen on the golf course three times a week that may be of concern, not a good thing. Work within the profile of your membership as far as to the time and money you invest. It may not be a matter of how but when you get into the social media.
  • Suggested was a blog for ”staff only” so greens keeper, chef, etc. everyone can communicate.
  • Decisions need to be made about social media, have a strategy. If you have a private club it might be a strategic decision not to be involved in social networking. You may want to go to the club because you want a more personal conversation.
  • An interesting aspect of social media is, it turns traditional hierarchy upside down. Every one is communicating. That means all your employees need to know what is going on and how they can be advocates. They may have to make decisions.
  • Use Facebook for marketing, create a golf environment and get the younger people to play golf on your intermediate course. Let them use social media to  network, connect and meet to playing golf. Let the young people organize themselves to practice, play tournaments, etc.
  • Four Square is another FaceBook app where users can find your GPS location, know where your members are and give out offers:
  • Viral marketing very important. Danish Golf Union is lending cameras out to the juniors at the golf club and they have competitions to make the craziest golf video and put it on You Tube. Young people find out how fun golf is without the adult oversite. Yes they are breaking all kinds of golf rules but it is a really good marketing tool and they are having fun.
  • QR codes. They can be made easily on the internet. You can place them in the front office and people can scan them with their smart phones and get a PGA app of the whole course guide.
  • QR code at the last golf hole that can allow them to have an order ready at the restaurant when they get their increasing sales.
  • With Social Media is the fear of lack of knowledge, adverse comments and staff leaks. Have a strong policy with employees and nominated moderator who is prepared to handle any negative comments. Time commitment is ½ hour a day or two hours a week.
  • Businesses will be spending money on Social Media what is your ROI – do you see results? One club got an intern to oversee their social media.
  • Visit Dictomatic.com – Put in your club and location in and it will pull everything on the web about your club. It is amazing how much is out there about your club.
  • Social media Yes or No? Some clubs are fully active with it. Some are waiting and some feel it is time consuming. For some privacy is an issue.
  • Some clubs organize social media seminars for members at the club.

BMI International in Shanghai China – Aylwin Tai, CCM
In 2005, after his first CMAA World Conference, Aylwin Tai recognized the benefit that this education process would have for China. Richard Brunner was invited to attend the Chinese conference to given an introduction to BMI. In 2006, other CMAA dignitaries were invited  to give a one day workshop (with translation). In 2007, the first BMI I was launched. The Chinese worked closely with a University to have all the material translated. Joe Perdue, Dr. Jack Ninemeier and Richard Brunner assisted in developing the BMI courses. Today, the Chinese have BMI I, II, III, BMI Review, BMI Food & Beverage, BMI Golf Management. They have added BMI Golf Course Construction and BMI Golf Course Operations. The CMAA China Chapter (Aylwin Tai is the president) is  hosting the BMI International Program in October. Shanghai, called the Paris of the East, will be an amazing experience for managers who wish to attend.

John McCormack, CCM thanked our international group and adjourned the meeting.

No hay comentarios:

Publicar un comentario