Club & Resort Business - Industry Commentary - 26 October 2017
An automatic gratuity is nothing other than a forced entitlement that makes sure the revenue is there to support the staff. The true costs are masked and called something else. It’s easy to see that the recession is over. I can’t go anywhere without seeing “help wanted” signs in every store window—especially foodservice outlets, and even more so with fast food. Almost every club in the country has to compete with every retailer in town for what are now scarce employees.
Club & Resort Business - Industry Commentary - 27 September 2017
Emphasizing the value of recognizing and considering “many sides” should be an important aspect of staff training and development. Donald Trump certainly deserved all the grief he got for the clumsy way he tried to articulate his point about “many sides” bearing some responsibility for how the tragic recent events in Charlottesville, Va., unfolded.
Club & Resort Business - Industry Commentary - 26 September 2017
It is becoming more obvious that the successful club of the future will be a community gathering place that might also happen to have a great golf course. It is late August as I pen this month’s column and the lazy, hazy days of summer are just about over. Fall brings what is arguably the best time of year for golf and other outdoor activities, so all of us will make the transition from one busy season to the next.
Club & Resort Business - Industry Commentary - 30 August 2017
This was a golden opportunity to encourage young golfers and say to the older golfers, 'There is a place for your game as you age.' This is the way the world ends Not with a bang but a whimper. - T.S. Eliot, 'The Hollow Men' In the August 2015 issue of C&RB, I shared what The post A Slow Death appeared first on Club & Resort Business.
Club & Resort Business - Industry Commentary - 29 August 2017
One club announced that for the second straight year it would forego hiring a GM to save $200,000, and instead continue to rely on ‘a couple of members of the Board to be the figureheads.’ We’ve received a lot of “atta-boys” for the recent columns where we spoke out against the cases of General Managers being unceremoniously dismissed from their duties by club Boards or ownerships that didn’t properly recognize or appreciate their value, and felt they could find a way to have the job done much more cheaply.
Club & Resort Business - Industry Commentary - 29 June 2017
Of course [the Board has] to monitor budgets and approve capital expenditures—but then they should get out of the way and enjoy the club. Given the economic demographics of clubs, there will be a disproportionate number of type-A personalities. Most people who belong to a club have had successful careers, are in the upper tier of income earners, and are very self-confident.
Club & Resort Business - Industry Commentary - 30 May 2017
Unfortunately, in this case the barrage of brutal food criticisms was not just delivered to a club or resort manager, but to the million or so people who read The Washington Post each day. Imagine if you opened your e-mail in-box one day, or found a letter on your desk, and someone had written this to you about the food at your property:
Club & Resort Business - Industry Commentary - 25 April 2017
It is incumbent on boards and management to know what it costs to maintain members’ expectations of quality, and then to have the guts to have dues that are realistic to cover those costs. The headline above may sound like sacrilege—who doesn’t like the whole concept of Girl Scout cookies? You have delightful little girls, using the concept of network marketing, mostly to family members, selling something everyone likes (cookies) to help support a great organization. What I dislike is the execution, not the concept.
Club & Resort Business - Industry Commentary - 29 March 2017
Many private clubs now tout how a driving goal behind a recent renovation was to create a more 'resort-like' feel; at the same time, traditional resorts are creating club components for those who want to access and use their facilities and amenities on a more frequent basis.
Club & Resort Business - Industry Commentary - 28 March 2017
A common theme of dialogue with club executives and personnel throughout the recently completed golf “show season” (PGA Show, Golf Industry Show, and Club Managers Association of America World Conference) centered on the state of the game and the club industry (it’s good) and the ongoing, committed focus on sound management practices for both private and public clubs (the importance of exceptional management practices applies equally, regardless of whether you are serving dues-paying members or guests).
Club & Resort Business - Industry Commentary - 23 February 2017
As one GM who had done nothing but distinguish himself (and his club) in his career wrote in letting me know about his sudden resignation: “As you might surmise, this is a political reaction on my part having to do with my current President, who feels so strongly he can run the club that I intend to give him every opportunity to do so.” An open letter to any new club presidents who are thinking seriously about canning their club’s General Manager as one of their first “executive actions”
Club & Resort Business - Industry Commentary - 26 January 2017
I’ve often been shocked, when sitting in general managers’ offices or taking tours through clubhouses, to see how some of the best parts of clubs’ stories have been relegated to piles on the floor or dusty boxes in the basement. A writer’s greatest fear is going to a place, or sitting down with a source, and not being able to find “the story.” But as we now start another new year of publishing C&RB (and our 13th overall), I can honestly say that, even though the total number of different stories I’ve now had to find for our pages has climbed well into the hundreds, each time I’ve set out to prepare new content about the clubs, and people, in our industry, I’ve never even come close to having any feeling of dread and, “What am I going to write about that’s different here?”
Club & Resort Business - Industry Commentary - 25 January 2017
A gifted orator, but largely unknown nationally, Obama burst onto the political scene with a campaign theme of “Hope and Change,” eviscerating the near-term legacy of his predecessor in the process. The country embraced the message and voters elected him president not once, but twice.
Club & Resort Business - Industry Commentary - 27 December 2016
In reviewing the agenda for the upcoming 9th Annual Chef to Chef Conference in Atlanta, March 5-7, 2017, I came across the “farm to fork” term from one of our presenters (Andrea Griffith, Executive Chef of Pursell Farms in Sylacauga, Ala.)—and as a non-journalist, I couldn’t pass up the use of that phrase. Chef Andrea grows almost everything she plates, and will tell our attendees how she does it at the Conference. We have all heard about “farm to table” as a booming trend in our market, but she takes it a step further. This is fascinating stuff.
Club & Resort Business - Industry Commentary - 22 December 2016
From the early days of C&RB, we kept having encounters with Donald Trump that now, upon reflection, make it clear why no one should really be surprised he’s now going to be our next President. Looking back, I can now see there were many signs that should have tipped us off to what was coming. From the earliest days of C&RB, we kept having encounters with Donald Trump that, upon collective reflection, make it clear why no one should really be surprised he’s now going to be our next President. Over the past 11 years, the man kept giving us personal demonstrations of his unique approach to cultivating a captive audience and creating a world that the rest of us just live in.
Club & Resort Business - Industry Commentary - 29 November 2016
It was encouraging to see how the city officials behind the ambitious new municipal golf course properties in Laredo, Texas and Hobbs, N.M., have found a way to see a bigger picture. In our daily search for industry-related items to include in our daily e-newsletter and the news section of our monthly magazine, we inevitably come across reports of local-government meetings where city managers and administrators have been grilled about the performance (or lack thereof) of their town’s municipal golf courses. And when we post news items about these situations on our website, we inevitably get comments from someone who wants to know, after reading the item, why municipalities should be spending time, effort and taxpayer dollars on a recreational activity (golf) for which interest among the general public is waning.
Club & Resort Business - Industry Commentary - 23 November 2016
Arnold Palmer single-handedly took golf out of country clubs and into the mainstream. Quite simply, he made golf cool. Football fans—Notre Dame and San Francisco 49ers fans in particular—remember Joe Montana as “Joe Cool.” Montana won a national title at Notre Dame and four Super Bowls with the 49ers, along with a number of league and Super Bowl MVP awards.
Club & Resort Business - Industry Commentary - 26 October 2016
About a week before the sad day when Arnold Palmer and Jose Fernandez both died, I had come across another tribute for someone less well-known that also provided valuable reminders of things we shouldn’t take for granted and traits we should strive to develop and display.
Club & Resort Business - Industry Commentary - 25 October 2016
In most cases, any reasonable dues increase is affordable by the members…but to the club itself, it is a huge liability if the dues increase doesn’t pass. Over time, it sets the stage for club failure. Just about now, most clubs will be voting on next year’s budget and the always-controversial question of a dues increase. In my travels across the club industry, I am always amazed at the resistance to any dues increase, big or small—this occurs at smaller clubs with relatively small initiation fees as well as large, iconic clubs with huge ones. Members will fight like the devil to avoid a $50-$100 per month dues increase, whether it is needed, justified, or not.
Club & Resort Business - Industry Commentary - 28 September 2016
In August, Nike announced it would exit the golf equipment business and stop selling clubs and balls—and golf bags, for that matter. Inevitably, the news was followed by the latest round of consumer and business page features carrying on about how/why the game is broken. (I suppose they needed a break from reminding us about Clinton being an untrustworthy liar and Trump a dangerous narcissist.)
Club & Resort Business - Industry Commentary - 25 August 2016
I doubt golf should even be an Olympic sport, but if men’s field hockey can be (courtesy of Pakistan), then I guess golf should be, too. My eight-year-old grandson called to wish me a happy birthday and the first words out of his mouth were, “Papa, when I come up to Michigan, can we play golf?” No better testimony exists to the success of my club’s decision to create a par-3 executive course on one of its three nine-hole courses. As I’ve said before (“Scorecard on the Best Idea in Golf,” C&RB, October 2015), if we are serious about attracting young golfers, Birchwood Farms Golf & Country Club in Harbor Springs, Mich., has found an answer.
Club & Resort Business - Industry Commentary - 27 July 2016
Happily, the majority of clubs have righted their ship by committing to Board governance focused on strategy and an empowered, skilled management team. I joined my first club in 1982. An enduring memory from the application process was the (unannounced) in-home visit and interview by a representative from the club’s membership committee. The meeting was relatively brief and the guy must have loved “energetic” kids, so we got in. Not sure how extensively this somewhat awkward tradition carries on—most clubs today are not looking for reasons to turn away prospective members.
Club & Resort Business - Industry Commentary - 26 July 2016
In one 30-minute national nightly newscast, viewers were exposed to three reports that touched on noteworthy shifts in how prominent club and resort properties are now owned, operated, marketed and perceived. In the course of one 30-minute national nightly newscast recently, viewers were exposed to three reports that touched on noteworthy shifts we’ve seen in how prominent club and resort properties are now owned, operated, marketed and perceived in the post-recession environment.