(1) Preface

With economy prospered, many more clubs, restaurants, health clubs, and golf
courses were built and there are many competing options available for existing and
potential club members. No longer is it as exclusive to join a fine club. In fact, the
vast majority of private clubs need members, and some need them desperately. With
this backdrop of changing conditions, it has now become essential for clubs to offer a
much better value for the cost of membership. In other words, they must compete for
members and, once they get them, must do everything possible to retain them. Clubs
must have a good product to sell, and they must promote it well.

Membership Development

In such a competitive environment, membership development

has become an essential part of almost every club's offering. A
fulltime membership marketing director must direct discrete
promotional programs for new members. Systems must be put into
place to make it easy for existing members to propose new
members.

A whole new division of club management has been created in

the name of membership marketing directors. Interestingly, Club
Corporation of America was the first organization to recognize the
need for membership marketing 20 or more years ago. It was
aggressively developing new clubs, and new members had to be
developed for those clubs.

Now, almost every private club has recognized this need and is
doing something about it. There are associations of club marketing
professionals. They have regional and national conferences that are
well attended. A totally new component within the club
management field has been created. Marketing for club members
has become a major factor in determining a club's success, and this
does not only include attracting the new members.

It is just as important to have those programs that retain existing

members. One of the most successful clubs in the country is the
Multnomah Athletic Club in Portland, OR. This outstanding club has a
more than 10 year waiting list for new members, but it also has one
of the best follow-up programs for new members once they join.
 Multnomah's programs introduce members to the staff, conduct
tours of the facilities, provide special brochures on how to use the
club, issue periodic follow-up mailings, contact members to
encourage club usage, and more. The club does not just admit and
then forget a new member. It monitors them and promotes a
welcoming environment.

Good membership marketing begins with having a good club that

has the right offerings for attracting new members. It goes without
saying that these same offerings must also be good enough to
totally satisfy existing members. Existing members must be well
satisfied with the club if they are to promote the club to their
friends, family, and associates. Private clubs survive on the
willingness of existing members to sponsor new ones.

Offering Incentives and Programs for New Members

Once unheard of or greatly frowned upon, incentives are working

very well in attracting new members to private clubs today.
Incentives usually come in the way of lowering prices for initiation
fees and dues for new members. They, in effect, offer a special
window of opportunity for joining a club at a price that is very
attractive. The message is to "act now or lose this great
opportunity."

Special membership promotions should be done in a well-

coordinated effort that communicates the special opportunity to
existing members. This motivates them to propose their friends and
family members for membership. With membership promotions so
totally dependent on an existing members sales force, it is also
advisable to have some sort of financial incentive for the existing
members as well. If a club member takes the time and effort to
promote the club to his or her friends, this member should be
reimbursed in some way. Therefore, a financial reward should be
offered to the existing members as well as the initiation fee
incentive for new members.

Do clubs need special membership drives? The answer is yes, if

an immediate influx of new members is required. Often times the
special promotion can attract 50-plus new members, and this cash
flow can make the difference between success and failure. In
recessionary times, membership drives can also attract those
otherwise impossible to get members.

Who Organizes the Membership Promotional Program?

It is best if the special program is put together by an outside

membership development consultant. This is because the outside
consultant can objectively analyze a club's membership problems,
why it is occurring, and propose a solution that not only attracts new
members today but also develops strategies to keep the club viable
in the future. The club's in-house membership marketing director
helps coordinate the programs once they are underway.

A good example of an eastern city club that attracted members

by using only a cost-discounting program is worth studying. Back in
the early 1990s, this prestigious club was struggling to get
members. In its history, this club had never reduced its initiation
fee. However, no one was joining and normal member attrition was
continuing. The club was down more than 500 members.

What did they do? The answer seemed obvious to them: by

lowering the initiation fee they would get new members. Thus, the
fee was cut in half, and within a year 700 new members joined.
Everyone was delighted. The problem was solved, or so they
thought. The club did not change any of its policies, operations,
dining offerings, or facilities. It just held to its old traditional
offerings. The results were that within three years, the club has lost
by steady attrition 700 net members (not necessarily the original
700 who had joined). The price incentive worked to attract new
members, but the club did not fix the problems that caused the
membership loss in the first place.

As can be imagined, the club's leadership then began a serious

internal and external study of its situation. An all-encompassing
membership survey was done to find out how the members felt
about the club. The board utilized a retreat to develop a strategic
plan, and then the plan was implemented. Facility improvement
goals were established to upgrade guest rooms, banquet areas, and
fitness facilities. A parking garage was purchased. An aggressive
membership services program was implemented. Banquet and
guest room sales were promoted. Tight financial controls were put
into place and all club operations were computerized with the best
systems available.

The results speak for themselves, as the club today is successful

in attracting and holding its members. The operations run in the
black, and a great club is passed on to its next generations as a
viable, progressive organization.

Being Smart About Membership Development

Private clubs now understand the need for marketing in all

aspects of their operations. Members equate to customers for
private clubs. Without them a club either fails or goes public. With
the strong emphasis on continually attracting new members, the
first goal is to satisfy the normal attrition rate for resigning
members. Today, these attrition rates can be as low as three percent
a year for the best golf/country clubs to as high as 20 percent for
many city/athletic clubs.

A 20 percent attrition rate that requires a 20 percent offsetting

group of new members requires the most aggressive of membership
programs. For many city clubs, this equates to over 400 members
leaving and 400 new members joining in a typical year. If the new
replacement members are not brought in, a serious situation occurs.
Why? Because the attrition rate for most departing members is
almost assured. Thus a club's membership development group
cannot let down, or a severe financial situation occurs.

Today, a private club should be sure its membership programs

and procedures are streamlined and effective. When needed, special
membership drives should be implemented with the help of
knowledgeable advisors. Finally, a club must understand its position
in its marketplace and its strategic mission. It is difficult to sell
existing or potential members poor value. There are too many good
options available. The goal of every club must be to provide such a
high quality offering that it is easy to retain existing members and
attract a new member waiting list.

(2) Understanding the true value of your club in your market is a

critical element for your club's future success. There is often a
limited perceived value that is created from within a club, which
develops primarily from emotion.

The true value of a club comes from understanding the "big

picture" and how management, staff, and the Board can affect the
value of your club and your market. Various characteristics, other
than price, will determine value. By understanding the club's
perceived value and position in the market, a club can adjust and
reposition itself to reach it's maximum potential.

We recently conducted a market study of a club that was

experiencing a downward spiral in membership. The clubhouse was
well appointed and immaculate, the staff well trained, and the food
was terrific. As you looked out at the golf course, the greens looked
perfect, as did the bunkers, which were neatly edged and full of
white sand. The staff and management were proud of their club, yet
the club had not reached its membership and financial goals for ten
consecutive months.

We then began to discuss how the club was positioned in the

market. The Board of Directors concluded that they were positioned
as the number two club in their market, yet they were struggling to
achieve their goals. Over the course of the next week, five members
of our team went into the market to study their positioning, never
returning to the club until our study was complete.

We discovered that the market did not perceive the club as

number two. In fact, they were not even number three, four, or five.
The market viewed this club as the number six club. Needless to
say, repositioning the club was necessary in order to regain its
competitive edge. It took three months to implement our
recommended program, gain the support of the members, and to
reaffirm the confidence in the market.

This club's story represents a classic example of how decisions are

sometimes based from emotion rather than fact. Since the club has
been repositioned, it has achieved its monthly goals now for 13
consecutive months. Today, the club is working on its goal of
becoming the number two club in the market.

Perceived Value is the main component of a prospective member's

decision to join or not join a club. Perceived Value is influenced by
many factors, which include: Supply, Demand, Market, Location,
Facilities, Programs, Convenience, Time, Relationships, Marketing,
and Price. There are methods available in each of these key areas to
ensure your club is positioned to reach its maximum potential.

The private club world has changed considerably over the past
few years. It wasn't long ago that private clubs had a lock on service
and quality facilities. Today this is no longer the case, as competition
from the public and semi-private facilities have upped the standard
considerably.

There is, however, one distinct advantage that private clubs still
possess that many clubs are forgetting about - private clubs have
emotional ties. These ties takes us back to the true essence of a
private club - where individuals with similar needs and interests
come together to form relationships and thus create a private club.

The emotional ties of a club are a powerful influence. At a recent

general manager workshop, we brought this thought to the
attention of the managers in attendance. We challenged them to
think about their club and how they could tie their members to their
club more from an emotional standpoint. The energy in the room
was remarkable as the managers brainstormed ideas of how to
foster increased staff-to-member and member-to-member emotional
ties.

The exercise resulted in more than 100 new ideas such as forming
more clubs within the club (i.e. a book club, gardening club, and
cooking club). All of these ideas got the members more involved in
their club that resulted in better relationships with staff and with
other members. Photographs are also a powerful method to
establish emotional ties at a club. Displaying photos of your
members creates a connection with the member and a competitive
edge for the club.

Emotional ties also impact an individual's sense of belonging. It is

human nature to desire to belong and it touches a strong emotion
for all of us. A private club can facilitate this "sense of need and
belonging" in many ways that public and semi-private clubs cannot.

Club members require involvement to sustain their interests. They

need to be active with their group of friends. A club is the facility
that perpetuates this involvement and management should do
everything possible to promote this.

Having conducted market research projects with clubs across the

country, you can sense the emotional ties of a club almost instantly
upon entering the club. It is a feeling you get as you are greeted, or
not greeted, and as you witness staff and member interactions.

Reviewing the Value of a Member with employees at your club can

be an extremely effective tool to further enhance member
satisfaction. Management should set the tone immediately with all
staff members. It is beneficial to review with the staff the Member
Value Formula with your staff within the first week an employee
begins work.

We recommend that the general manager sit down, one-on-one,

with all newly hired employees and walk them through a formula
that illustrates the Value of a Member. This value includes the cost
of a member's initiation fee, the cost of dues for eight years (the
average length of time a member stays a member at a private club)
and usage fees (i.e. dining, cart fees, court fees).

For a club with a $20,000 initiation, $350 in monthly dues, and

$300 monthly usage fees this equates to $82,400. That's the
minimum value it would cost the club to lose a member. When an
employee understands this, it minimizes the probability of them
mistreating your members and allows them to focus on the big
picture to do whatever it takes to provide outstanding service.

Value is an important issue in every private club. As a manager or

a Board member, you can have a tremendous impact on this value
and the market around you. Capturing and maximizing the true
value of your club can be exciting and rewarding for both your
members and staff.

Scott A. Samuels is President and Ron Hakala is Vice President of

Club Consulting of Kansas City-based Horizon Hospitality Associates,
Inc., an executive search and consulting firm for the private club
industry. Send your questions or comments to Horizon

(3) From Research to Retention

It's a fact: of the private club members who resign their

memberships in a given year, an alarming percentage are resigning
within the first two years of joining. Creating a member experience
that continually exceeds expectations and drives retention,
therefore, is an ongoing challenge for a club management team.

Clubs that use traditional satisfaction-oriented research are not

likely to improve retention because the approach neglects the
intangible needs of members. Also, the "canned" survey methods
are traditionally operationally structured (statistical information
measuring satisfaction levels of product quality, service quality, and
facility quality) and exclude important data about member
expectations and experiences. Membership, like research, is a
numbers game and a club's ability to increase retention is a critical,
bottom-line issue.

Our research team at ClubCorp has developed a holistic strategy

to identify key "drivers" or values that keep members loyal to their
clubs. These intangible motivators include pride, reputation,
relationships, and involvement. Our shift in focus, from satisfaction-
oriented to experience-oriented research, has provided more useful
information about members and their club experiences.

This data not only guide our management teams in shaping their
member relations philosophies, strategies, and programs, but can
also benefit most club owners and operators. Research that taps
into the intangibles of the private club experience allows managers
to get to know members better and to better meet and exceed their
membership expectations.
 The following are distinguishing characteristics of this holistic
research strategy.

1. Focus on retention rather than attrition.

Satisfaction surveys that focus on attrition limit the results to

deficiencies in facility, service, and product quality. It is a reactive
approach to addressing member concerns or dissatisfactions - after
they happen. A proactive research model sets up retention
measurements at the beginning of a member's experience and is
based upon member expectations.

2. Measure expectations and experiences - not just quality

satisfaction.

We set up focus groups to directly ask our members questions. We

included members from all club product lines, demographic
segments, and geographic regions. In our model, retention is
addressed by overall expectation level. For example, we asked
members how likely they were to retain their membership or to be
loyal over the next year. Later, members were segmented into three
groups, according to their responses to the question, "Overall, how
does the club meet your expectations?" The segments represented
members who were "overall dissatisfied," "overall satisfied," or
"overall delighted."

When overall expectations are aligned with a member's propensity

to remain with the club, our research shows that 93 percent to 96
percent of "overall delighted" members intend to remain loyal.

3. Identify the "value propositions" that compel members to

buy the brand.

During the focus groups, participating members responded to the

following: "List those factors (reasons) that caused you to become a
member of {your club} and those factors (reasons) that cause you
to remain a member." In this group activity, the participants
organized their individual reasons into several collective clusters or
themes.
 They then named each theme based upon what the content
meant to them as members. We later categorized these group
names as "Primary Drivers of Retention." We define a driver as a
value that is identified by club members and that impacts their
decisions to join or stay with a club.

Using the information from the focus groups, we identified 16

experience drivers that members define as their "value proposition."
These are the magnets that compel members to buy the club brand
and stay loyal to it. The research team subsequently analyzed these
primary drivers and charted them into value proposition graphs,
which link price and quality of the services with the experience
provided by the club. We identified the following list of primary
drivers: (List is in random order)

• Reputation
• Value of membership
• Ambience and aesthetics
• Membership service
• Facilities
• The dining experience
• Membership and involvement
• Golf course(s) and operations
• Business networking
• Social activities and programs
• Family orientation
• Extended club benefits
• Tennis environment
• Swimming pool(s)
• Friendships with members
• Location and convenience

4. Identify the "experience drivers" that contribute most to

member loyalty.

Our research shows that our members want to feel connected to

other club members, to feel pride in their club's reputation, to share
in the prestige provided by the club, and to know that their
membership matters. Delivering the experience at ClubCorp centers
around "pride in belonging." And our vision statement says, "We
have a passion for exceeding member and guest expectations."

By understanding the dynamics of member loyalty, a

management team is empowered to elevate member satisfaction to
a level of experience that ensures retention. Delivering an
unforgettable experience is rooted in values that meet the
member's needs, guarantee quality service, and create pride in
belonging.

5. Utilize a research-supported Service Recovery tool.

Part of delivering an experience is listening when members give

criticism. Even with a great deal of attention placed upon what we
call STAR Service, as well as on service recovery, our research
shows that one of four members encounters some sort of obstacle
during their experience at the club.

Let me note here that, in our initial survey in 1999, approximately

61 percent of responding members gave us permission to release
their names with the survey results to their clubs. This permission
provided a greater opportunity for one-to-one relationships between
members and club management.

At ClubCorp, we recommend a service recovery tool called

Corrective Action Teams (CATs). With CATs, focus is directed to the
prevention of overcoming obstacles by defining and establishing
protocol for each point of contact with members. Employees then
have a step-wise approach for handling unsatisfactory club
experiences. Club responsiveness proves to the member that they
are considered to be valuable. Trust is confirmed when management
team members demonstrate positive response to member concerns.
6. Identify affinity groups.

Affinity groups (age, gender, and income) and club product lines
(country club, sports club, business club) also impact the value
propositions. Differences in demographics further aid club managers
in knowing and understanding the member. This knowledge
provides insight into preparing a personalized club experience that
maximizes member loyalty.

7. Implement "best practices" to meet members' intangible

needs.

An advantage that comes with multiple club ownership is the

ability to amass a database of "best practices" from the various
disciplines within a club, such as membership, golf, tennis, food and
beverage, athletics, private parties, and so on. Determining and
sharing best practices helps dissipate the natural learning curves
that may exist in clubs because of turnover or inexperience.

8. Utilize a Web-based, comparative reporting system so

club managers can analyze results.

By using new Web based innovations in e-CRM (consumer

relationship management) Retention Methodology, this site helps
club managers tap into current data regarding retention
measurements of their most valuable members and employees.
Information about how your members make decisions today and the
ability to predict their decisions of tomorrow is crucial to retention
strategy.
 Innovative research methodology becomes increasingly important
as industry supply increases and demand, indeed, becomes more
demanding. Employing research targeted truly at the members'
expectations - and the employees who serve them - is the road map
to delivering the experience

(4) Implementing AED programme in your club

At the 1999 Motorola Open, a caddy experienced heart failure. While

Sudden Cardiac Arrest (SCA) can strike anyone at anytime, the
recurrence of it in such visible circumstances has brought much-
needed attention to the lifesaving capabilities of on-site Automatic
External Defibrillators (AED) and the necessity of CPR-trained staff.

At the 2000 CMAA World Conference in Atlanta, the CMAA

announced their partnership with Golf Digest and the American
Heart Association in the effort to publicize the need for AEDs on the
golf course. Following their lead, I began an investigation to further
educate myself and my fellow members of the Ohio Valley Chapter
on the role that AEDs can play at a private club. It was during that
investigation that I met Jim Seder, M.D., of Heartlink
Communications Inc, in Newton, MA.

An AED saved Dr. Seder after ten minutes of non-responsive

ventricular fibrillation (the maximum time lapse before loss of bodily
functions and brain damage occurs). Dr. Seder was revived and is
able to function perfectly today solely due to the presence of AED
and CPR trained professionals on that fateful day. Little did I know
that this wrenching true story would fuel the impetus for a new
program that would inspire incredible enthusiasm and open
participation from the membership and staff of Rolling Hills Country
Club.

Subsequent to my presentation to the Board of Directors at the

Rolling Hills Country Club, Board President Douglas Given instructed
me to proceed with the bidding process. Simultaneously, the club's
legal advisor, Jeff Ahlers, instructed me to research potential club
liability as well as the AED users responsibility, if any.

Researching the Liability

Throughout presentations and comparisons of different products,

it was evident the "good Samaritan law" covered the concerns for
the prospective buyer of these AED devices. Using the state of
Indiana as an example, the conditions for being shielded from
liability by a "good Samaritan law" are:

1) The Indiana state code (IC16-31-65-5) states "the entity in

possession of an AED shall notify local ambulance service and the
emergency medical services commission that it has an AED on its
property. The AED representative may be able to provide you with a
form letter for this purpose.

2) The person administering AED/CPR must successfully complete

the American Heart Association certificate course (approximately
four hours) specifically for AED/CPR. Only CPR certification will not
suffice. A state-approved instructor must teach the certification
course.

3) Assure any instructor that the AED unit is in good working order
by utilizing a weekly checklist. Manual inspection by opening and
checking the battery source takes only minutes. The weekly
checklist, which should be initialed and dated after each inspection,
should be kept with the unit.

4) A state-licensed physician must sign off on your clubs AED

program. By going with a lease program on the AED unit, the
company provided one for me. I checked the doctor's certificates
through a club member physician who verified that our assigned
physician was duly qualified according to the state medical board.
5) If an emergency occurs, call 911 or the local EMT personnel. You
must state that you are equipped with an AED at the scene.

One other issue that was raised involved members who wanted to
be certified for AED but were trained in the medical profession.
What was their liability as nurses or physicians to non-responsive
victims to AED? I found that the Indiana state code provides that if a
professional medical provider "gratuitously renders emergency care
without and does not expect remuneration" then they are shielded
from liability.

After the research was completed, the Rolling Hills Country Club
leased an AED, which included a response kit that provided oxygen,
bandages and every imaginable compact medical necessity. The
Board of Directors voted unanimously for this "little life saver" after
reviewing all the benefits of having it on club property.

Linking the Life Line

We decided on a plan that encompassed the most practical

locations around the golf course, pool, tennis courts, and in the
clubhouse for remote "heart link" phones. Utilization of any phone
that had access to the clubhouse was considered; however with the
utmost of urgency in mind, we utilized the demarcation phone ports
and installed red phones, with no dial or button, in all-weather
protection boxes. Guests must simply pick up the handset and they
are immediately connected to the clubhouse.

A recent addition of a phone station for food ordering on the #9

tee and at the pool provided easy modification to use them as
"heart link" phones. Staff have been trained that calls are not only
for a cheeseburger and a beer but may be a potential "heart safe
emergency." The most remote extremity of our club is now only
minutes from a "heart link" phone. Each "heart link phone" is
identified by the American Heart Association and Golf Digest's
universal symbol. We even created our own slogan for Rolling Hills
Country Club, "your heart safe place to play."

Getting Member's Support

 The next step was to develop staff and membership's
preparedness for a potential emergency. I appeared at ladies golf
association meetings petitioning them for assistance in the effort.
The response was amazing.

The RHCC 2000 Readiness Task Force was established with 22

members and staff from pool, tennis, golf, clubhouse, and kitchen.
Much to my surprise, the Nine Hole Ladies Association donated
$1,000 of their frugal funds to the cause.

Training

Training involved the American Red Cross local chapter who were
recently certified for AED/CPR Training. In groups of eight, task force
members received four hours of AED training in addition to four
hours of CPR training if they were not already certified. Upon
completion of training each recipient received a commemorative
golf shirt with custom logo.

In reviewing the strategies of immediate response, I continued to

be reminded of the urgency and precious minutes that a victim has
as their survival rate begins to decrease by 10 percent with every
passing minute. Strategic location of the AED became my focus.

I positioned the AED/Cardio-trauma kit inside an oak cabinet which

I purchased at a local home supply center and armed the box with
door contact sensors. When the door is opened, it sets off an audible
alarm and immediately calls the security system operator who then
contacts the EMT.

Tell The World

Two Kickoff events were held for publication and celebration of the
program. The Media Kickoff was orchestrated through the Southern
Indiana American Heart Association and a local advertising firm, The
MAC Group, who sent out press releases. Area TV, radio, fire
department, EMT response, and other related agencies attended.
Secondly, the Employee Kickoff included area agencies and fire
department personnel that were presented commemorative shirts.
 As stated previously, we leased the AED for Rolling Hills Country
Club. Many lease agreements provide benefits beyond the unit
itself, and this was no exception. For $2,500 per year, the company
provides the following added features:

• Training for the first eight team members

• Medical emergency supplies
• Semi-annual service

Contributions, discounted services, and support from local

businesses made this effort possible. Alphagraphics owners Lisa and
Tom Slade cut costs on color golf course layouts for carts and dining
room tent cards. They also produced a three foot by five foot check
signifying the $1,000 contributed by the Nine Hole Ladies
Association. Community Telephone purchased banners, signs, and
contributed automatic dial phones with storage boxes. Special
thanks to Jim Seder, M.D., whose seminar on AEDs helped start this
project.

(5) Utilizing the member survey proccess as a vehicle for change

by Jerry N. McCoy, MCM

The results of membership surveys are best viewed as a means to an end, rather than
the end itself. Used to the club's fullest advantage, information gathered from
membership surveys should serve as a mechanism for interpreting change.

It is important to remember that surveys are only a snapshot -- a picture of

membership opinions at a specific point in time. The answers to questions today may
be different in six months or a year based on the actions taken by the club's leadership
or management team.

Over time, the true value of the membership survey process can be seen as member
opinions shift favorably in response to those actions.
Clubs use a survey for a variety of reasons. Most surveys have a specific purpose and
are prompted by the desire to take action on a major agenda item. A large capital
investment, a financial crisis, a perceived operational failure, or a change in club
philosophy can all initiate a desire to survey the membership.

Initial survey results may show support, or many times reflect an opposite point of
view, for those agenda items promoted by present club leaders. Whatever the result,
an action plan or market approach can be formulated to change minds or build
consensus.

The Survey Process

Unfortunately, clubs rarely initiate a long-term survey process with the purpose of
evaluating periodic progress toward goals. Most often, a surveys purpose is to
advance a single agenda item.

There is nothing wrong with club leaders taking an aggressive approach to

accomplishing sweeping change as long as the measurement of periodic progress is
not overlooked.

It is proper procedure to survey the membership on a regular basis. Results can be

used as a benchmark in the future to rate progress in areas of weakness. Use a generic
portion of the survey to evaluate specific operational and facility satisfaction issues.
The survey can then include a section timely to the larger issues the club presently
faces.

For the survey process to be effective it must have three distinct parts. It is better not
to survey at all than to skip any of the parts. They are:

1. Ask for member opinions in an unbiased way.

2. Share the results of the survey with the membership in a timely manner.

3. Advise the members as to what actions have been initiated based on the survey
results.
So the strategy is to ask for their opinion, tell them what they said, and tell them what
you are going to do about it. Unfortunately, the second and/or third component is
often left undone. Such omissions lead to survey comments such as: "Why should I
bother? Nothing ever happens."

Clubs must follow up the survey with a summary of the results and a letter to the
membership. The letter needs to include the interpretation of the results and what
actions are going to result from the survey effort. It should be continually referenced
how survey results have played a part in the undertaking of new club initiatives. This
emphasizes to the membership the value of the survey and is a positive marketing tool
that builds confidence.

Cost versus Value

There are many styles of surveys. A variety of companies have developed their own
individual methods for gleaning information. Many use different methods to get to the
same result. Some methods are much more time consuming and costly than others.
When dealing with club surveys, more isn't necessarily better.

Clubs should evaluate what they are getting for the overall cost. Spending more per
member does not always mean you will get better, more effective information that is
necessary to make critical long-term decisions. Clubs also have different personalities.
What works well one place may not be necessary at another and the effort may be a
waste of money. Let's examine the elements of a survey.

In-House or Outsource

Clubs undertaking a membership survey have two resources. They can undertake the
process in-house or they can outsource the survey to companies or individuals
specializing in this area. Although most clubs would be better served by hiring a
professional, there are instances when they can accomplish an effective survey in-
house. Some companies may argue that undertaking an in-house survey is like
operating on oneself. There are, however, some instances where it can be cost
effective to survey using club staff and, at the same time, generate credible
information.

An example would be a newly hired general manager with some survey experience
undertaking a survey. The membership would perceive that person as unbiased with
no reason to mistrust the results. There are other instances as well where clubs can
complete the process without professional help. It is important to thoroughly evaluate
the circumstances before taking such an action. If the membership feels
uncomfortable with the process, the survey can become tainted.

Formatting Questions

Skeptics are concerned that bias will affect the results. It is argued that the architect of
the survey can direct a result equal to their agenda. The format of a question can
impact the answer and slant the results. If a member were to be asked, "Do you want
an improved fitness center?" the answer may be yes. However, if they are asked," Do
you want your dues increased to pay for an improved fitness center?" the answer may
be no.

It is best to ask all the necessary parts to each question so that the answers can be
completely evaluated within the context of all pertinent facts. For example, it is not
good to ask a member if they want to build a new clubhouse. The member must know
how much it costs, how much will it cost them, what inconveniences they will incur
during the process, does it have the services they want and so on and so on. When the
purpose of a survey is a major capital project, it is always best to deal with a
professional surveyor.

Analyzing Facilities and Services

Every survey should have two sections at the beginning that deal with the service
areas and the different facilities of the club. This is true even with a survey that deals
with long-range planning and capital issues.
Members should be asked to rate both the services and facilities. The numeric answers
to these two sections can now be used to compare to future surveys with the same
sections. Examples of items in each of these sections may include the following:

Services

1. Front Desk

2. Business Office

3. Club Newsletter

4. Valet Parking

5. Golf Shop

6. Tennis Shop

7. Athletics

8. Swimming Programs

9. Responsiveness of

Management

Facilities

1. Clubhouse Exterior

2. Clubhouse Interior

3. Main Lobby

4. Main Dining Room

5. Public Restrooms
6. Men's Locker Room

7. Ladies Locker Room

8. Tennis Courts

9. Golf Course

Of course, the above lists will be personalized to each club. Normally, under the
services section, all the food and beverage outlets could be listed separately.

Types of Answers

Most systems for answering allow for a series of answers that will offer the ability to
judge subtle differences. Rather than giving choices of good, average, and poor, a
better format would allow for excellent, good, average, needs improvement, and poor.
This sequence allows for a more realistic evaluation of a problem. Does a service
need improvement or is it horrible? The following are some of the sequences
presently being used:

1. Excellent, Good, Satisfactory, Needs Improvement, Poor

2. Excellent, Above Average, Average, Below Average, Poor

3. Strongly Agree, Somewhat Agree, No Opinion, Somewhat Disagree, Strongly

Disagree

Satisfaction versus Importance

There is also the sequence that measures the concepts of satisfaction and importance.
The argument follows that those areas of most importance should be acted on in a
priority fashion. The sequence may follow: Very Satisfied, Generally Satisfied, Needs
Improvement. Then on the same line the sequence: Very Important, Somewhat
Important, Not Important.
Research has found that the importance rating is directly proportional to the amount
of members answering the question. Therefore, an importance rating can be
determined by asking members to respond to only those questions that represent their
particular use of the club -- then evaluating the response rate for each question versus
the total number of surveys returned.

Is the Club Improving?

This may also be an area that can have informational value. By asking a respondent to
rate a service or facility with an Excellent, Good, Fair, Needs improvement, Poor
sequence, and then ask them to answer a sequence similar to Substantially Improved,
Slightly Improved, Stayed the Same, Gotten Worse, could allow the club to track
progress. It may be important to know that most average answers have a slightly
improved attachment versus average answers that all say-gotten worse.

A club could also follow-up a survey six months or a year after the original with a
survey using the same service and facility classes but using the answer sequence that
tracks improvement. This may be most successfully used when evaluating food and
beverage products and services.

Survey Sorting

Qualifying questions allow the survey to be sorted by groups of respondents.

Membership class, age, and number of years in the club seem to be the most common
sorts used in the survey process. Most surveys have a tendency of sorting the
information into a variety of groups. Many times, the work necessary to process the
data into small sub-groups goes to waste, as the information is actually irrelevant to
the big picture.

It is normal for clubs to want to sort surveys by classes or groups. However, when you
combine the sorting procedure with the response expectation, the number of expected
answers could come from such a small percentage of the membership as to make the
answers irrelevant. Most of the larger survey companies package a full array of sorts.
The more voluminous the finished product, the more it justifies the fee. There are
survey results of 100 pages or more. This amount of information obscures the critical
elements. It is better to have easily identifiable, clear results for Boards and
Committees.

There are companies that will reduce the cost based on the work required. The less
sorts, the less time required to develop the statistics and analyze the results versus the
big picture. More is not always better. It is the analysis of the statistics that can have
the largest impact in the future.

In the next issue: Part Two of this article will discuss the analysis process. Topics
addressed will be formatting statistics, analyzing written comments, the concept of
spouse surveys, focus groups (when and how), disseminating information to the
membership, surveying for large capital projects, and which consultant may be right
for you.

Jerry McCoy, general manager of Princess Anne Country Club in Virginia Beach, has
completed surveys for his own clubs and as an independent consultant for many
others. As an approved CMAA workshop speaker, McCoy also presents CMI
workshops on a number of subjects including member surveys.