Environmental Forecasting and Strategic Planning Practices in Country Clubs

ABSTRACT

This study was designed to determine the extent to which private country clubs utilize environmental forecasting in their strategic planning activities. Also identified were key environmental issues that affect the country clubs' ability to plan strategically within the constraints imposed by their boards and general memberships. General managers from four country clubs in North and South Carolina were queried using a combination of personal interviews and survey questionnaires. Three of the four clubs surveyed practiced strategic planning to some extent, utilizing a variety of influences and participants in the process. Human resource issues were a major concern faced by all of the clubs surveyed. Each club also rated economic, technological, and ecological issues as most important to their clubs' success.     

A Thematic Review of Australia's Club Management Magazine

ABSTRACT

This analysis of articles from 1993 to 2003 in Australia's premier club management trade magazine, Club Management in Australia (CMA), the publication of the Club Managers' Association Australia (CMAA), highlights a number of recurring key themes. These are: taxation legislation; employment relations and human resources; gambling, alcohol, smoking, and related social issues; club expansion, innovation and growth; and contribution to the community. This article analyses these themes and discusses the key forces driving change in these areas, while also identifying the viewpoints of club managers. It is concluded that empirical academic research into these themes and the issues pertaining to them is needed. This is especially true of gambling, smoking, and social issues, the effectiveness of new gambling and club-related legislation, and the contribution of clubs to the community. Further research will be required to test the validity of several of the arguments put forward by the CMAA in the articles reviewed.     

Strategic Management of External Change in NSW Registered Clubs

ABSTRACT

This research examines how clubs strategically manage change resulting from alterations in their external environment. Specifically, this paper aims to investigate the marketing implications of recent legislative change arising from restrictions imposed on advertising and promotion of club gaming in one Australian state, the most populous state of New South Wales (NSW). Managers of three northern NSW clubs situated adjacent to the southern Queensland (QLD) border were interviewed to obtain primary data for this investigation. Results show that legislation restricting gaming advertising, promotion and external signage has caused difficulties in marketing these three clubs whose core product is gaming machines. Short-term results of revised marketing strategies indicate that club member numbers are steady but spending is unpredictable. Visitors are harder to attract, particularly new visitors.     

A Case Study of the Grey Oaks Community and Club: Creation of a High-Performance Culture Through the Innovative Use of a Data-Driven Business Plan

ABSTRACT

Grey Oaks, a premier country club and gated residential community established in Naples, Florida, developed and used a collaborative and highly feedback-driven system to build adaptive capacity and foster proactive change. Special attention has been given to the unique use and refinement of its business plan and planning process through the feedback management received from club members. This highly adaptive business plan helped Grey Oaks to endure the economic downturn that began in 2008, and the company’s ability to thrive in the midst of economic instability has demonstrated the effectiveness of the plan as a model capable of sustaining the cultural and financial health of the club and community. The Grey Oaks planning model has been an innovation in its industry, and other organizations can greatly benefit by studying the implementation and utilization of this evidence-driven model.     

‘The Trouble with Today's Young Ones…’

ABSTRACT

This article examines the challenges for Australian clubs in attracting and keeping the younger demographic. Using a case study approach written by a participant observer, and Waterman, Peters, and Phillips' Seven-S Framework, the issues and difficulties faced by one NSW coastal club are examined as they trialled two “youth market” specific products aimed at the under-18 segment. After less than 12 months, both products were cancelled and a decision was made by the board of directors to no longer target the “difficult” youth market. In examining the challenges faced by this club, it was found that the “troublesome youth” became a convenient scapegoat for the real contributors to the under-18's product failures. This article found that, while the initial strategy to target the youth market was sound, there was a lack of support from the other internal factors of structure, systems, skills, style, staff, and superordinate goals that contributed to the cancellation and thus failure of these youth-oriented products. It is useful to examine these failures from a strategic viewpoint as a means for other clubs to become more familiar with the pitfalls of targeting the youth market from the outset, instead of through the lens of hindsight.     

An Exploratory Study of Waiting Lists in Private Clubs

ABSTRACT

To understand the status of waiting lists within the private club industry, 1,000 members of the Club Managers Association of America were randomly selected to receive mail questionnaires. The analysis of 163 completed questionnaires indicated that 69% of the responding clubs did not have waiting lists. The majority of clubs with waiting lists were over 50 years old, member-owned, tax-exempt, and had 500 to 1,000 members and gross revenues minus initiation deposits of between five and ten million dollars per year. Logistic regression revealed that the odds of having a waiting list were 10.68 times greater for a club that had a Membership Committee than for a club that did not have such a committee. Two other factors found to predict the existence of a waiting list were a general membership that understands the importance of sponsoring members, and members that sponsor new members at a rate sufficient to overcome attrition. The following waiting list trends do not bode well for club membership in general: (1) the number of clubs with waiting lists is declining, (2) waiting lists are getting progressively shorter, and (3) members-in-waiting stay on lists for a shorter period of time.     

Key managerial and financial accounting skills for private club managers: Comparison to lodging managers

ABSTRACT

This study provides empirical evidence of the comprehensive accounting skills by financial executives across the United States, and Canada believed important to private club general managers. This study’s purview extends to identify any significant differences or similarities in the accounting skills between the private club and lodging managers. Four hundred and one responses (211 from clubs and 190 from hotels) were received. The most critical accounting skills for club and lodging managers are understanding operating budgets, capital budgets, income statements, and analyses of variances. When comparing the accounting skills to managers between clubs and hotels, the ranks of importance are similar. The findings provide theoretical and practical implication for hospitality researchers, managers, and educators.     

Human resource management responsibilities in private clubs

ABSTRACT

Private clubs have long been considered a unique segment of the hospitality industry. Clubs are different than other types of hospitality enterprises in many respects, including their ownership, revenue sources, management, and specifically, in the management of human resources. This article focuses on how human resources are managed in one regional chapter of the national association of club managers (New England). First, a focus group of club managers in New England was conducted. Next, a survey was conducted of club managers belonging to the New England chapter of the Club Managers Association of America. Findings suggest that very few clubs have human resource directors; responsibilities tend to be delegated through the organization; clubs have certain human resource management challenges associated with not having a human resource director; and general managers are actively involved in the management of human resources.     

A History of Machine Gambling in the NSW Club Industry

ABSTRACT

This article documents a history of the NSW club industry, with particular emphasis on its evolution to a major contemporary operator of gaming machines at state, national and international levels. It argues that three conditions of club registration-their not-for-profit status, membership requirements, and social benefit objectives-have been instrumental for clubs in gaining and maintaining dominant rights to machine gambling in NSW. These three features of clubs traditionally have underpinned their legitimacy as major providers of machine gambling, reflecting prevailing government policy that linked legalised gambling to social benefit. However, the substantial revenues that accrued from machine gambling, amidst an absence of competition, fuelled an expansion of the club sector that was neither predicted nor planned, with many clubs growing dramatically in assets, membership and facilities. The original club goals of promoting and pursuing the social purpose and community benefit for which they were established became superseded by an emphasis on expansion, market share, and profits. More recently, increased competition for the gambling dollar, reflecting a shift in government policy towards economically driven stimulation and expansion of commercial gambling, has further entrenched the commercialisation of clubs in their machine gambling operations, subordinating their social agenda to economic interests. This change in focus by club management has diminished the social contract that exists for clubs to operate gambling for community benefit, the very basis of the clubs' legitimacy as major providers of machine gambling. Indeed, the implicit assumption that social benefit was built into club machine gambling has allowed the clubs to exploit their position of market dominance in a way that exacerbates the negative social impacts of their core product.     

A Comparison of Wage Determination in New South Wales and Queensland (Australian) Clubs

ABSTRACT

Australia's industrial relations framework has undergone substantial change since the 1990s. This has involved federal and state governments attempting to replace the centralised system, based on awards, to a decentralised system based on formalised enterprise and individual bargaining. The move to a decentralised system will supposedly, according to critics of the centralised system, provide significant improvements in flexibility, especially for the hospitality industry. This article examines the results from two studies of registered clubs, one undertakenin New South Wales (NSW)in 1996 and the other in Queensland in 2003, to examine the impact of regulatory changes on wage determination and associated variables in the sector. The findings indicate that despite the rhetoric of proponents of decentralisation, very few clubs have moved from the centralised system to the decentralised one. However, within the centralised system, clubs have undertaken a high level of informal bargaining, both in 1996 and 2003. Despite the level of informal bargaining club managers felt relatively restricted by awards and trade unions.     

Declining Memberships During an Economic Downturn in U.S. Private Clubs

ABSTRACT

Surveys were sent to managers at one thousand private clubs, who were members of the Club Managers Association of America (CMAA) to determine what membership changes clubs have experienced during the economic downturn from 2000 to 2003. The majority of respondents managed country clubs, member-owned clubs, and represented different areas of the United States. An overall response rate of 50% was achieved. Most clubs experienced a decline in the overall number of members and a higher annual attrition rate. Fewer clubs reported having a waitlist of members wanting to join and the clubs having a waitlist reported a smaller number of individuals on the waitlist. The clubs without a waitlist reported a higher number of openings in their club. The results of this study suggest that clubs need to implement membership marketing strategies in order to increase the number of candidates for membership during economic downturns.     

The Marketing Planning Index: A Tool for Measuring Strategic Marketing Effectiveness

Abstract

Managers practice in a consistently changing environment necessitating the need for an effective strategic marketing process. Nevertheless, measurement of marketing effectiveness has tended to be ignored in the literature. This study proposes a new managerial tool called the marketing planning index, which measures the effectiveness of marketing. The tool is tested on the service industry-in this case the hotel sector. Our findings indicate that the marketing planning index is a simple but powerful managerial tool that helps develop the diagnostic information needed to generate corporate and business level initiatives designed to improve strategic marketing effectiveness.     

When tradition meets the new technology: An examination of the antecedents of attitudes and intentions to use mobile devices in private clubs

Mobile technology increasingly permeates the social fabric of the contemporary society and the business models of hospitality organizations, including the private club industry. Using data from a nationwide sample of members of private clubs in the United States, this research examined the manner in which system beliefs (i.e., usefulness, ease of use), subjective norms, and facilitating conditions influence club members’ attitudes and intentions to use mobile devices to make reservations for activities/facilities in private clubs. It was found that usefulness and subjective norms have an impact in developing attitudes, which in turn influence club members’ intentions to use mobile devices in clubs. Being the first study to examine the development of attitudes and intentions toward mobile technology in a club context, this study brings important theoretical and practical contributions.     

The Ethical Judgment of Private Club Senior Executives

ABSTRACT

The purpose of this study is to investigate effects of working experience and organization size on ethical judgments on ethical issues among senior private club executives. Senior club executives at small and large private clubs were given five vignettes, representing ethical dilemmas in five categories of ethical behavior identified by previous researchers. They were asked to determine whether each issue was a question of ethics or not (N = 413). The multivariate analysis of variance results indicate that senior executives working in the large-sized club with more than 20 years’ hospitality working experience tend to make higher ethical judgments on ethical issues.     

Understanding Changing Patron Expectations of Club Offerings

ABSTRACT

This article adopts a consumer behavioural approach to investigating the needs, wants, and expectations of club patrons and reviews the differing requirements of three existing segments of club patrons and two demographic sub-groups. The article applies a consumer behavioural framework and suggests that demographics, culture, values, reference groups, and attitudes underpin the differing needs, wants, and expectations of patrons. The article suggests that attitude is the specific determinant of consumer behaviour that may be of most interest to club marketers and suggests the application of the Theory of Reasoned Action in order to change sub-group attitudes and increase patronage. This suggestion is illustrated through the presentation of a case study. The article concludes by suggesting that further research be conducted to determine how clubs may be able to remain true to their historical roots and traditional membership base, whilst actively catering to the market orientation of current and future generations of potential members.     

Managing Knowledge in Tourism Planning

SUMMARY

This paper explores the theme of strategic planning in a State Tourism Organization (STO) from a knowledge management perspective. It highlights the value of knowledge in strategy making and the importance of an organisation's knowledge management agenda in facilitating a strategic planning process. In particular, it considers the capability of an STO to implement knowledge management as the key to a successful strategic planning exercise. In order to develop greater insight into the factors that impact on planning competence, the key aim of this paper is to develop a framework on which the capability of a STO to implement a knowledge-based agenda in strategic planning can be assessed. Research on knowledge management in the field of tourism is limited and there is little practical account of the application of knowledge management principles in tourism planning. Further, there is no apparent tool or instrument that allows for the assessment of an STO's capability to implement knowledge management in planning initiatives. Based on a literature review, a three-point framework of assessment is developed. The three elements of the framework are identified as:

1. Integration of knowledge management objectives with strategic imperatives;

2. A planning approach that balances top-down (outcome focused) with bottom-up (process focused) planning processes; and

3. Organisational capacity, including leadership, people and culture, process, technology, content and continuous improvement.

The framework is tested through application to a practical case study-a planning initiative undertaken by a leading tourism STO in Australia. The results demonstrate that the framework is a useful means to evaluate organisational capability in knowledge-led strategic planning exercises and would be of practical value as a point of reference for future knowledge- based strategic planning projects.     

Select Performance Differences in Equity and Non-Equity Membership Structures Within Private Clubs

ABSTRACT

Managers at private clubs in the Greater Toronto Metropolitan area who are members of the Ontario Branch of the Canadian Society of Club Managers (CSCM) were surveyed to determine the membership structures at their clubs (equity or non-equity), along with the reasons, and advantages/disadvantages for those structures. Responses were received from 46 managers, 57% of the population. The managers were affiliated with golf-country clubs, yacht clubs, city-athletic clubs, and city clubs. Respondents of the survey most often represented: golf-country clubs (78%), member-owned clubs (84%), and clubs with non-equity membership structures (83%). Clubs with non-equity membership structures were more likely to have full memberships and waiting lists of candidates to join the clubs. Non-equity clubs also had lower entrance fees to join, but retained a higher proportion of the overall entrance fee paid by members when they joined compared to equity clubs.     

Value Creation

Abstract

The most essential theory of loyalty marketing is that a small increase in loyal customers can bring a significant increase in profitability to a business. Recently, businesses in various industries have turned single-brand loyalty programs into corporate-wide loyalty programs across different brands. The purpose of the study was to examine the effect of strategic alliance on customer loyalty in the hotel industry. Results of the study indicate that there is a positive relationship between strategic alliance and customer loyalty, and that value-creation from strategic alliance is only one element in the decision-making process of loyal customers. Managerial implications, limitations, and recommendations for future research were discussed.     

City clubs in Singapore: Competitor analysis and key success factors

The city clubs sector in Singapore has experienced increased competition in recent years. New city clubs have emerged and more establishments are getting ready for potential members. City clubs were formed by groups of individuals with same tastes, common interest or shared needs. Five city clubs are analysed using the framework of competitor analysis. The analyses provide a clearer picture of the operational differences between the different categories of city clubs. This provided aids to interested parties of city clubs to position, organise and operate the city clubs in the appropriate manner depending on the type of needs it is catering to. The Delphi Technique was applied in the research of the key success factors of city clubs.     

Strategy Implementation and Quality Improvement Process

Abstract

This paper discusses the potential research problems by defining quality improvement areas in relation to the process of the strategic decisions. The strategic decision making process and the quality improvement process were reviewed and conceptual linkage between them was examined in comparison and complement perspectives. And, research implications were suggested.