Pepperdine University Club Marketing and Club Technology Research Paper Please read the attached articles and ppt slides provided down below before you sta

Pepperdine University Club Marketing and Club Technology Research Paper Please read the attached articles and ppt slides provided down below before you start the essay. THANKS A LOT!

https://gbr.pepperdine.edu/2010/08/boosting-countr…

https://yourbusiness.azcentral.com/market-private-…

http://www.masterclubadvisors.com/default.aspx?p=v…

People typically join a private club so that they can meet, socialize, and develop friendships and associations with individuals of similar backgrounds, interests, and pursuits. There is often a selection process involved in becoming a member of a private club, especially in those clubs that have a waiting list for membership.

However, many private clubs today find themselves in a new predicament: they must actively seek additional members. This has caused many private clubs to implement a membership marketing plan, something practically unheard of in the prestigious halls of private clubs prior to 1980.

The research paper should be at least 10 pages; not including, cover, works cite, or appendices pages. Support the claims in your paper by citing at least (6) six credible sources. These sources can include articles, periodicals and videos that are posted in the course. Your paper should include in-text citations and a list of references, formatted according to MLA or APA guidelines.

The use of visual enhancements is encouraged; numerical data, figures, graphs, tables, pictures and links to videos may be helpful in explain your topic. CLUB MARKETING AND CLUB
TECHNOLOGY
MEMBER AND MANAGEMENT SYSTEMS
Giulianna Baier
Katherine Mendola
Erica Block
Alex Gardner
CLUB MEMBERSHIP MARKETING AND PLAN
• There are many factors that affect club membership marketing from declining club
membership to the attitudes of current club members to a club’s location.
• In the last decade, many articles on marketing plans for attracting new members have been
published in private club magazines and journals such, Club Director, Club Management, Club
Manager Quarterly, Public Club Advisor, and The Club Marketing Report.
STEPS IN DEVELOPING MEMBERSHIP
MARKETING PLAN
• Conduct an internal analysis: A club needs to acquire the right information and data before the
club’s board and managers can develop the best plan. The club should develop a mission
statement if it does not already have one in place.
• Conduct an external analysis: A club can question what kinds of external threats and
opportunities exist? For example: How can the club differentiate itself from its competitors?
How is the demographic profile of the area around the club changing?
• Position the club: What vision do the club’s leaders have for the club? You can define the club’s
unique position and how it differentiates itself from the competition.
• Develop an action plan: It defines the club’s appropriate level of marketing aggressiveness.
• Evaluate the plan: Reevaluate the plan and make changes for the next period.
ATTRACTING NEW MEMBERS &
EXAMPLES OF NEW INITIATIVES
• Some clubs have policies and procedures that are intended to safeguard the membership admission process, but
they really act more as barriers to getting nominations.
• There are seven examples of new initiatives for marketing to current and new members, which are:
• New Sponsorship Policies
• Installment Payments for Initiation Fees
• Decreased Initiation Fees and/or Dues
• Equity or Refundable Initiation Fees
• Non-Discriminatory Policies
• More Membership Categories
• Significant-Other Policies
• Family-Friendly Services
• New Member Marketing Materials
TREND: CELL PHONES IN THE CLUB
• When we are in the age where people can’t remember times before cell phones,
clubs are finding it harder and harder to enforce their no cell phone policies.
• “The biggest challenge for our industry right now is cell phones in the locker rooms,”
says Jeff Linn, executive director of Weymouth Club, Weymouth, MA.
• Private clubs are having trouble enforcing this ban in all areas of the clubs including
the gold course, tennis courts, club house etc.
CELL PHONES IN CLUBS
• There is a big divide between older and younger members on the cell phone policy.
• Older members think cell phones have no place in a club atmosphere.
• But at some clubs there is a policy allowing use of cell phones in certain areas of
clubs, for emergencies and with ringers turned off to avoid distracting club
members.
• With technology becoming a big part of the future private clubs don’t know how long
they can keep cell phones out of the clubs atmosphere
AGAWAM HUNT CLUB
CEL L PHONE R UL ES
• Ringers on cell phones should be set to vibrate.
• The discretional use of cell phones are permitted in the Club House phone booth and
parking lot.
• Silent messaging and email functions are acceptable in the private dining rooms,
swimming pool deck, snack bar and golf lounge.
• Common sense should prevail.
• The House Committee has asked the Club staff
to enforce the rules of cellular phone use.
NORTHMOOR COUNTRY CLUB
Cell Phone Use
• With the exception of the locker rooms, cell phones with audible ringers will not be
permitted in the Clubhouse or in any area where food is being served. Cellular
phone calls may only be placed in the locker rooms and outside the Clubhouse. You
may receive phone calls with no audible ringer if you immediately excuse yourself
and finish the call either in the locker room or in other areas of the Clubhouse where
Club phones are located.
MEMBERSHIP TECHNOLOGY
IN PRIVATE CLUBS
“SOCIAL MEDIA IS THE NEW
NORMAL”
VENDORS IN THE PRIVATE CLUB :
TECHNOLOGY THAT DRIVES REVENUE,
RETENTION, AND RECRUITMENT.
Clubster- Private – Secure network insures
m em ber’s inform ation, rem ains strictly
confidential.
•
Clubessential develops custom web
solutions that generate results
Free to use – Clubster is free to use for the club and the
members
Clubster helps clubs with:
•
Posting latest club news
•
Posting club events, receive RSVP’s, maintain guest lists
•
Sending private messages to club members
•
Sharing links and post club photos
• Manage tee times, dining and events, courts, lessons,
meeting rooms, spa services and more using our
online reservations suite.
• Online payments
Clubster allows you to:
•
Provide members with the personal attention they expect
•
Build member loyalty
•
Attract and retain members
•
Promote clubhouse usage, increase revenue
• Reduces the amount of time staff spends on the
phone, increases efficiency and offers the
opportunity to deliver higher levels of service
FUTURE OF TECHNOLOGY
 The Vision Golf Cart features a center
console that has a multimedia panel that
includes a rotatable docking station for
an iPad or iPhone
 The multimedia touchscren panel can
control the air-conditioning system,
communication with the clubhouse and
other golf carts etc.
 Other cool features include a retractable
lightning rod for added safety in case it
starts to rain and a windscreen can be
darkened at the touch of a button.
 How did M ercedes – B enz com e up
with this idea?
 They called upon golf and
automobile fans from around the
world to submit their ideas for a
Mercedes-Benz golf cart of the
future.
MANAGEMENT TECHNOLOGY BASICS
• A basic understanding of how information systems work helps club managers to
choose the systems best fit for the needs of their operation
• Data Processing is the transformation of facts and figures as data into timely, useful
information
• Reduces the number of times that the same piece of information is handled.
WORD PROCESSING & SPREADSHEET
SOFTWARE
• Word Processing allows staff members to create:
• Menus
• Promotional Materials
• Employment applications and training manuals
• Newsletters and event calendars
• Spreadsheet Software is used to create mathematically correct journals and financial
statements.
• It could also be used to view trends in member food and beverage, pro-shop
transactions, and golf-course traffic patterns.
CLUB TECHNOLOGY APPLICATIONS
Examples of Front-Office Applications
• Member Tracking
• Point-of-Sale (POS)
• Event Management
• Function room schedule, catering/banquet
operation oversight, special staging, menu
planning, and pricing
• Lodging (if applicable)
• Reservations, member accounting, and
housekeeping operations
Examples of Back-Office Applications
• Accounts Receivable
•
Monitors outstanding balances
• Accounts Payable
• Human Relations/Payroll
•
Payroll is important because it monitors
employee benefits, different pay rates,
deductions, withholdings, and other
requirements for payroll reporting
• Inventory Control
• Financial Reporting
POINT-OF-SALE SYSTEMS (POS)
• Primary objectives
• Improve member service
• Enhance staff productivity
• Provide managers with better information and increased control over revenue centers
• Should be relatively easy to use
• Should be capable of tracking sales, revenues, gratuities,
service charges, tax (if appropriate), and member account
numbers
CLUBS MANAGERS ON THE INTERNET
The World Wide Web
•
Club Managers Association of America (CMAA)
is used for linking club managers around the
world.
• A club with e-mail enables the staff to
communicate from individual work areas
•
The majority of private clubs have developed and
implemented a Web site.
• Allows managers at the club to communicate
with managers from other clubs
•
Many clubs use a Web site to attract potential
members, promote club activities and events,
enable interactivity between club staff and
members, and enable member-to-member
networking.
•
Commonly found information on club websites
includes a history of the club, a list of facilities
and services, membership information, sections
of the club’s newsletter, photographs of recent
club activities, and descriptions of upcoming
events.
E-mail
• One of the greatest advantages of e-mail over
regular mail aside from the speed of the
communication is the convenience of
communication and ease of response.
CLUB TAX STATUS CONCERNS
THE INTERNAL REVENUE SERVICE (IRS) DOES NOT PUBLISH A LIST OF
ACCEPTABLE WEB SITE CONTENT FOR TAX-EXEMPT ENTITIES, A BASIC
GUIDELINE IS TO AVOID INFORMATION THAT WOULD NOT BE GENERALLY
ACCEPTED IN PRINT
Compliant with 501(c)(3) or 501(c)(7) exempt club
status:
• Promoting quality features of the club, its facility and
staff
• Emphasizing unique features of the club (e.g.,
signature golf course holes, health spa amenities,
swimming facilities, architectural facades, etc.)
• Discussing relevant history, mission, and community
• Establishing a communication link between the club
and its members
• Partitioning a secured portion of the site (i.e.,
members-only access) for protecting proprietary
information (reports, rosters, and related items)
• Providing useful and relevant hyperlinks to other
Web sites
• Posting financial information, such as the club’s
annual 990 tax return and the 501(c)(7) exempt
status application
Inconsistent with the provisions of 501(c)(7) and
should be carefully considered before being carried
out on a club’s Web site:
• Advertising commercial products or services (e.g.,
monogrammed merchandise, instructional lessons,
etc.). Income from nonmembers must be classified
as nonmember income and may threaten the club’s
private status exemption.
• Promoting “nontraditional activities,” such as
catering to private residences, selling holiday
turkeys and hams, and offering baked goods or
wines for carryout.
• Soliciting members in a manner different from that
normally adhered to throughout the club industry.
• Promoting reciprocal arrangements involving
nonmember activities.
• Disclosing information about a member (or his/her
activities) that may be an invasion of privacy.
WORKS CITED
Carter, Marc. “Mercedes Unveils Solar-Powered ‘Vision’ Golf Cart of the Future.” Inhabitat Sustainable Design Innovation Eco Architecture Green Building
Mercedes Unveils SolarPowered Vision Golf Cart of the Future Comments. N.p., 23 July 2013. Web. 7 Feb. 2015.
“Clubessential LLC | Interactive Websites for the Private Club Industry – Clubessential.” Clubessential LLC | Interactive Websites for the Private Club
Industry – Clubessential. N.p., n.d. Web. 15 Feb. 2015.
“Clubster: The Social Network for Private Clubs.” Clubster. N.p., n.d. Web. 15 Feb. 2015.
“Dress Code & Cell Phone Rules.” Web. 15 Feb. 2015.
Ferreira, Raymond. “Club Technology.” Contemporary Club
Management. 3rd ed. Alexandria: Club Managers Association of America, 2013. Chapter 12. Print.
Ferreira, Raymond. “Membership Marketing.” Contemporary Club
Management. 3rd ed. Alexandria: Club Managers Association of America, 2013. Chapter 7. Print.
Fornaro, John. “Boardroom Magazine.” Boardroom Magazine. Web. 15 Feb. 2015.
Muder, Ann. “Clubs Handle Privacy Issues with Cell Phone Cameras.” Clubs Handle
Privacy Issues with Cell Phone Cameras. Web. 15 Feb. 2015.
National Club Association. “Navigating the Future The Outlook For Private Clubs.” Nationalclub.org. National Club Association, n.d. Web. 5 Feb. 2015.
“Welcome to Agawam Hunt.” Agawam Hunt Club. Web. 15 Feb. 2015.
Marketing Is NOT NECESSARY at
Private Clubs
(Common reasons cited by Board of Directors,
Members and some Managers)
⚫ This club should be exclusive, we don’t want
everyone having access to the club
⚫ Members will think the club is in trouble. It
will no longer be PRIVATE!
Marketing Is NOT NECESSARY at
Private Clubs (cont.)
(Common reasons cited by Board of Directors,
Members and some Managers)
⚫ We don’t want the club to be over crowded. We like
to play golf without reserving a tee time or having to
reserve a time one or more days in advance!
⚫ If we have a lot of business in the dining room, we
won’t get the individual attention and service we
expect at a private club!
Barriers to Membership
Marketing in Private Clubs
⚫ Board of directors reluctant to market
clubs
 Don’t want to upset long time members who cling
to tradition of the club not marketing itself
⚫ Marketing is a new area for clubs
 only in the last decade
Barriers to Membership Marketing
in Private Clubs (cont.)
⚫ Experienced managers are unfamiliar
with marketing strategies and what
works in private clubs
⚫ If they are not “Standing In Line” to
dine at your club or use the other
facilities you need to market!
Four P’s of Marketing
⚫ Product
 Type of Club
◼ Quality
◼ Type and number of services, amenities, etc.
⚫ Price
 Cost of Membership
◼ Initiation
fee, equity portion, dues, menu
prices, etc.
◼ Free service vs. fees per use items
Four P’s of Marketing
(cont.)
⚫ Promotion
 Internal advertising to promote more member usage
 Public relations to create image of good citizen in
the community
 External strategies to create awareness of Club for
more Members
⚫ Place
 Location of the Club – Demographics of the area,
Number of Businesses, Competitors, etc.
Trends for Private Clubs
⚫ Most clubs do not have a waiting list for all
categories of memberships (78%)
⚫ Clubs are using more assertive techniques to
pursue more member or to keep their waiting
list “stocked” with prospects
⚫ Clubs are offering more membership
categories in order to increase and retain
members
Trends for Private Clubs
(cont.)
⚫ Clubs are changing policies to make membership more
attractive to different groups, e.g.: women members
allowed to play golf on weekend mornings
⚫ Many clubs are pursuing revenues from different
sources:
 Unrelated business income
 Non-traditional income
⚫ Clubs are using more assertive techniques to pursue
more banquet and catering business
Trends for Private Clubs
(cont.)
⚫ A concern that unrelated business income may
exceed 15/35% of the club’s revenue
⚫ The IRS has indicated that the insignificant level for
non-traditional income is 5% of the club’s total
revenue
⚫ With more families having dual income earners,
there is a need for members to spend any free time
they have with their families, including club usage
Trends for Private Clubs
(cont.)
⚫ Health & fitness is no longer a fad, but a
lifestyle for many especially the baby boomers.
Clubs will need to add program, facilities, and
items on the menu to accommodate this trend
⚫ There are more members at private clubs than
ever before, but the supply of new clubs has
exceeded the demand or number of new
members
Trends for Country Clubs
⚫ Golf is the most important activity to members
and the activity most often participated in at the
club
⚫ Golf is the number one reason cited by
members for joining the club
⚫ Slow play is a significant concern among
members, yet they want usage by family
members to increase
Trends for Country Clubs
(cont.)
⚫ Clubs are reporting more outside rounds,
which is attributed to more outside
tournaments
⚫ Although participation in tennis and
swimming is much lower than golf,
members cited these areas as an important
reason for joining, especially for the family
members
Trends for Country Clubs
(cont.)
⚫ Non-golf activities (swimming, tennis and
family programs) are more important to
younger members (baby boomers) than older
members
⚫ Full service, state of the art exercise/fitness
centers are being added by many clubs, not just
a small room with a few pieces of equipment
Importance of Marketing
⚫ Survey conducted by CMAA (Club
Managers Association of America) of its
members found that club managers thought:
 Marketing was a high priority
 Selling memberships was very important
⚫ Private clubs are experiencing a declining
membership base nationwide
Reasons For Decline In
Membership Size at Clubs
⚫ Aging Membership
Many clubs had a closed membership
during the 70’s and 80’s
40 year olds (prime time to join a private
club) were not replaced
Members at these clubs are now in their
60’s and 70’s
Reasons For Decline In
Membership Size at Clubs (cont.)
⚫ Different Preferences for Baby Boomers
 Clubs with a “gray” or “blue” haired impression are not
attractive to potential 40 year olds
 Preference for more casual dining than formal
 Social tradition is not as important to this market
⚫ Economic Downturn Across the Country
 Businesses cutting back on entertainment expenses
 Businesses closing or cutting management positions
(potential members)
Reasons For Decline In
Membership Size at Clubs (cont.)
⚫ Tax Law Changes
Entertainment expenses initially decreased
from 100% to 80%
1994 changes : entertainment is now only a
50% deduction and dues are no longer
⚫ Overbuilding of Private Clubs
Real estate developments (country clubs)
Office buildings (city & city/athletic clubs)
Reasons For Decline In
Membership Size at Clubs (cont.)
⚫More Competitors
More upscale and quality restaurants
available, giving members an
alternative for upscale dining
Hotels, convention facilities, and
restaurants offering better banquet
facilities and service
Reasons For Decline In
Membership Size at Clubs (cont.)
⚫ More Competitors (cont.)
 High end daily fee golf courses
Provide high quality services once only available at
private clubs
◼ Course conditions comparable to private clubs and in
some cases better
◼ Target market is avid golfers with high standards which
has been the market for country clubs
◼
 These for profit businesses can and are much more
aggressive in marketing their product than clubs are
allowed to
Methods to Increase Membership
⚫ Decrease initiation fees and or dues
Appropriate only if pricing is not in line with
the Club’s position in the market place
⚫ Temporary price reduction during special
programs
Members only refer friends when a “special
“ is being offered (Cherry-Pickers)
Methods to Increase Membership
(cont.)
⚫ Incentives used for Member referrals
 Repeat usage sends a message the Club is in
trouble
⚫ Rely on Membership Committee to be
aggressive in pursuing more Members
 They are use to being only processors of an
application, not in identifying candidates for
membership
Membership Director
⚫ Facilitates Members with the referral process
⚫ Takes over the administrative
responsibilities:
 Collects paperwork: application, letters of
recommendation, etc.
 Sends materials, brochures, etc. to candidates
 Gives tours of the Club
 Follows up on applicants to ensure they join
Membership Director
(cont.)
⚫ Helps in identifying candidates: guests,
executives, professionals, etc.
⚫ Helps in matching up prospects with
Members that may know or willing to
sponsor them
⚫ Implements more aggressive strategies if
Member referral programs do not work
Research Project
⚫ Questionnaire sent to 400 GMs nationwide that
were members of CMAA
⚫ Questions on marketing and membership activities
⚫ 226 respondents – 57% response rate
⚫ Respondents were from 42 different states
⚫ Only 22% of the clubs had a waiting list for
membership
Waiting List Information
⚫ Clubs With a Waiting List (22%)
49 Clubs (22% of 226) had a median of 30
individuals on their waiting list
59% of the Clubs (29 of 49) with a waiting
list re…
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