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,
Velio
16th ANNUAL INTERNATIONAL SYPOSIUM
MINUTES (DRAFT)
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&A
Q: Do you have only one administrator who
posts? Does staff post? They do have a communication department with one person
responsible.
- 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.
