Club House Europe Issue 6

CLUBHOUSE EUROPE

Top tips on membership management Page 30

Industry report – women in golf MDPs – a Scottish success story Education – CMAE latest programme

ISSUE 6

WELCOME

Welcome

Contributors

Dear friends, I am very pleased to address you once again through Clubhouse Europe magazine.

This will be my last Welcome page as my term as President of CMAE comes to an end in November. It has been an extremely enjoyable as well as a challenging experience and I will always cherish it.

What has given me the most pleasure is seeing the growing number of Club Industry personnel becoming certified by achieving the CMAE Club Management Diploma (CMD). At the same time the number of Certified Club Managers (CCMs) has grown from 25 to 35; this is a huge success. We now have over 150 CMDs and CCM club industry professionals with these qualifications and it is growing rapidly. This is certainly professionalising our industry and is helping to make clubs stronger as a result of better equipped managers. I have been delighted to see a large number of European countries (England, France, Ireland, Italy, Spain and Scotland) hosting our courses, with club managers visiting other countries in the pursuit of learning.

In my two years as President we have had tremendous support from a number of national governing bodies and associations throughout Europe. In this issue of Clubhouse Europe we hear from Hamish Grey, the Chief Executive of Scottish Golf Ltd. It was Hamish who agreed to host the first Management Development Programme (MDP) in Scotland back in 2011. Since then 12 more MDPs have been held in Scotland and over 30 throughout Europe. We owe a lot to them all; thank you!

I have also been enriched by the professional relationship with the Club Managers Association of America (CMAA). I am grateful for their guidance as our association grows and, amongst many valued individuals, I want to recognise again the outstanding support received from Joe Perdue CCM CHE, who prematurely passed away this year. Still on CMAA, and the Association has appointed a new CEO, Jeff Morgan. We introduce you to Jeff in this edition as he shares CMAA’s plans with readers and explains his views on the current landscape for club managers.

Mike Braidwood

Nigel Cartwright

Arnaldo Cocuzza CCM

Hamish Grey

Lawrence Hardcastle

Jeff Morgan

Sean Ferris

Caroline Scoular

Nick Sellens

Leigh Ann Ogilvie

Jonathan Hardy

David Foster

Editor Caroline Scoular caroline@alchemymedia.co.uk Design David Foster Editorial Nick Sellens Sales and Marketing Manager Leigh-Ann Ogilvie Circulation Jonathan Hardy Administration Debbie Goddard debbie.goddard@cmaeurope.plus.com Publishing Director Sean Ferris sean@alchemymedia.co.uk;

Clubhouse Europe is published by Alchemy Contract Publishing Ltd.

On November 24 in Dublin I will hand over my presidency to Marc Newey CCM, Chief Executive of London’s Roehampton Club. Marc is a dynamic leader and I’m sure he will transfer those skills into leading our Association onwards and upwards. Marc will have a busy two years ahead of him as we increase the number of education courses and host the 2016 BMI International in London.

I would also like to take this opportunity to thank all of CMAE’s Alliance partners and Corporate Partners who provide valuable support in all that we do.

I very much look forward to renewing my friendship with all of you at CMAE’s AGM on November 24, running alongside one of our MDP courses. See you there!

Best regards

ACP Gainsborough House 59/60 Thames Street Windsor Berkshire SL4 1TX United Kingdom t. +44 (0)1753 272022 f. +44 (0)1753 272021 e.info@alchemycontractpublishing.co.uk www.alchemycontractpublishing.co.uk

CMAE The Club Managers Association of Europe Office 8 Rural Innovation Centre Unit 169 Avenue H Stoneleigh Park Warwickshire CV8 2LG United Kingdom t. +44 (0) 247 669 2359 f. +44 (0) 247 641 4990

The views expressed in this magazine are not necessarily those of the publishers or the CMAE. Clubhouse Europe does not verify the claims made by advertisers regarding their products.

Arnaldo Cocuzza CCM President, Club Managers Association of Europe

CLUBHOUSE EUROPE 3

Contents 6 News round-up News, views and events – CMAE’s Educational Calendar, latest accreditations and AGM details.

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8 Best practice – Tribal Tuesdays Michael Braidwood CCM, Director of Education for the CMAE shares his ‘Tribal Tuesdays’ thoughts on planning an effective press release programme for the club.

10 Industry interview – Hamish Grey On October 1, Scottish Golf Ltd replaces the Scottish Golf Union (SGU) and the Scottish Ladies Golfing Association (SLGA). SGU’s Hamish Grey explains.

13 Talks with the President Arnaldo Cocuzza, reflects on his term as CMAE President, and examines the significant progress CMAE has made in the professional growth and recognition of club managers in Europe.

16 Promotional feature – business processes DMC Canotec on transforming business processes, saving time and money.

34

33 The art of negotiation Top tips on how to get what you bargained for.

18 Industry interview – Jeff Morgan

34 Trade show – free to CMAE members

Clubhouse Europe catches up with Jeff Morgan, CEO of the Club Managers Association of America.

Join CMAE’s publisher at its annual free-to-clubs Trade Show and Beer Festival in Manchester.

21 Industry report – women in golf

36 Promotional feature – insuring for the future

Why including female participation within club strategies will pay dividends.

Circle Affinity presents their views on the importance of honesty, trust and morality.

27 How to be an HR star

41 Social media advertising

Why putting in preventative systems can help to create streamlined Management.

Do Facebook ads really work? In the ever changing world of social media, should clubs be paying to promote club activities?

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29 Promotional feature – services to clubs 42 Promotional feature – building your brand

When The Green Grass Golf Group needed to standardise their business practices, Reliable Networks was there to help.

In today’s digital age, it’s crucial that your personal brand communicates exactly who you are, warns recruitment specialists Colt Mackenzie McNair.

30 Membership management Why too much is never enough when it comes to keeping the customer satisfied.

18 30

For more information on any of these articles or to contribute to our next issue, contact Editor Caroline Scoular. e. caroline@alchemymedia.co.uk t. +44 (0)1753 272022 For more information on the CMAE, its events and/or courses contact Debbie Goddard. e. debbie.goddard@cmaeurope.plus.com t. +44 (0) 247 669 2359

4 CLUBHOUSE EUROPE

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News from the frontline First Joe Perdue Bursary winner

CMAE announces 2015 AGM

The inaugural Joe Perdue Bursary has been awarded to Scott Patience, Club Manager at Reigate Heath Golf Club, England. The announcement follows intense judging in August by the European Club Education Foundation (ECEF).

The CMAE 2015 AGM has been scheduled for Tuesday November 24, 2015, at Croke Park, Dublin.

This event is coinciding with two of CMAE’s Management Development Programmes (MDPs) which run in Dublin that week: MDP 1 and MDP Food and Beverage and a Golf Education Partnership of Ireland Annual Conference.

CMAE members are invited to attend the AGM and the Irish Golf and Club Managers Association (IGCMA) education seminar taking place at Croke Park that day.

The itinerary is as follows:

4.30pm - Golf Education Partnership Conference Key note speaker 6.00pm - AGM 8.00pm - Dinner CMAE’s incoming President Marc Newey said: “This is a wonderful opportunity to join an excellent education event hosted by Ireland’s Golf Education partnership and to join us for our AGM where we will be introducing our Board for the coming year and outlining our objectives for the coming term. With up to 300 delegates attending the various education seminars laid on that day it will also provide a valuable networking opportunity for all who attend.”

AGM ITINERARY – TUESDAY NOVEMBER 24 Scott Patience, winner of the inaugural Joe Perdue Bursary.

Scott, who won a place on a Management Development Programme (MDP) of his choice, will use his award to attend the MDP 1 course at Warwick University, 25-29 January 2016, with fees paid for by the Bursary.

Nigel Cartwright, CEO of the ECEF, and Chair of the judging panel said: “It was exciting to see the range and quality of all entrants but the judges were unanimous in their decision.”

Scott said: “I’m absolutely delighted to be the first recipient of this prestigious award.

My club is equally delighted that I’ll be attending the CMAE MDP and shares my belief that continued professional development is essential in keeping up to date with training, knowledge and skills relevant to my role. As a PGA Professional and Club Manager, I know I will be able to use the skills learnt to benefit both my club and the golf industry. I hope to prove to be a worthy winner of this Bursary.”

Runner-up was Gabriel Sota, Director of Golf at Golf Club Ramon Sota in Cantabria, Spain, who has been awarded a place at a one-day seminar within the next 12 months (by Club Managers Spain).

•The ECEF is the fund-raising arm of the CMAE. Created in 2011, its mission is to provide financial support for Club Managers’ professional development through education, training and research initiatives.

As reported in Clubhouse Europe Vol 5 (see page 7), The Joe Perdue Bursary was launched in 2015 following the untimely death of Joe Perdue in January this year.

• For more information on the Bursary contact debbie.goddard@cmaeurope.eu 6 CLUBHOUSE EUROPE

9.00am - Delegate registration Croke Park 9.30am - IGCMA education seminar

Any CMAE members interested in attending should contact CMAE’s Association Manager Debbie Goddard for more details. e. debbie.goddard@cmaeurope.plus.com

Food & Beverage MDP MDP Food and Beverage (F&B) is taking place in Dublin again this Autumn from 23-27 November, 2015.

Places are limited so please register early.

The course is relevant to all club managers, providing an insight into the delivery of F&B services within successful clubhouse operations. It takes an in depth look at their operations from a management and control perspective.

Delegates will study trends in menu and service delivery, as well as evolving legal requirements. Particular attention will be paid to the creation of successful, unique or themed events and how best to plan their marketing. The course will also enable managers to create and deliver appropriate training sessions for clubhouse staff, to ensure that service excellence is the norm at their club.

Delegates will receive first hand kitchen experience at Dublin’s world class Bon Appetit Michelin starred restaurant and spend time with Augusta National’s Clubhouse Manager, Kevin Bazoda, who will present on the F&B Club Experience.

• For more information visit http://www.cmaeurope.org/upload/public/documents/webpage/education Or contact Michael Braidwood. e. michael.braidwood@cmaeurope.eu

Augusta National’s Clubhouse Manager, Kevin Bazoda, will present on the F&B Club Experience.

MDP Golf Operations, St Andrews The MDP Golf Operations at the Home of Golf in St Andrews runs from 7 - 11 December, 2015.

The course is aimed at managers with particular responsibility for successful golf operations. Delegates will learn to maximize their working relationship with the key personnel employed in this area of the business, including the Golf Course Manager, Professional and Club Manager.

The course covers areas such as agronomy, golf shop operations, merchandising, fleet management, tournament operations and business planning, to fit with the club’s overall aims and traditions.

Delegates will have a thorough understanding of the history, evolution and future trends of the golf industry, to better serve their clubs and committees.

•For more information visit http://www.cmaeurope.org/upload/ public/documents/webpage/education Or contact Dean Wands. e. D.Wands@scottishgolf.org

Chipping in

CMAE’s Education Policy Board announces its 2015/16 Education Schedule Over 100 CMAE CMDs awarded The Education Policy Board (EPB) of the CMAE is delighted to announce its 2015/16 Education Calendar.

The Calendar features 13 confirmed Management Development Programmes (MDPs), taking place throughout the 2015/16 education calendar and hosted across six European countries.

MDP Parts 1 and 2 cover the 10 core competencies of modern club management and the new MDP Part Strategy and Leadership course specialises in Leadership and Advanced Management.

MDP Golf is hosted once again at St

Andrews and the recently launched MDP Food and Beverage will take place for a second year in Dublin.

CMAE’s Director of Education, Michael Braidwood, said: “The launch of the new calendar gives our members superb training and development opportunities which they can book into their diaries well ahead. We are looking forward to hosting colleagues from previous MDP courses together with newcomers to our education programme. With over 500 attendees to date, MDP is growing in popularity primarily with positive referrals from Club Managers who have attended one of our courses.”

CMAE COURSES – OCTOBER 2015 - JUNE 2016 Date October 5-9 October 26-30 November 2-6

Course MDP 3 MDP 1 MDP 2

Location Edinburgh, Scotland Stirling, Scotland Bournemouth, England

November 23 - 27 November 23 - 27 Nov 30 - Dec 4 Nov 30 - Dec 4 December 7-11 January 25 - 29 February TBC February 29 - March 4 March 7 - 11 March 14 - 18 April 11 - 15 May 29 - June 2

MDP F&B MDP 1 MDP 1 MDP 1 MDP Golf MDP 1 MDP 1 MDP 2 MDP 2 MDP 2 MDP 1 MDP 1

Dublin, Ireland Dublin, Ireland Marbella, Spain Paris, France St Andrews, Scotland Warwick, England Rome, Italy Dublin, Ireland Stirling, Scotland Warwick, England Madrid, Spain Dubai, UAE

Host CMAE SGU / SLGA CMAE London & Home Counties Region CMAE CGI Ireland CM Spain ADGF France SGU / SLGA CMAE Regions AITG Italy CGI Ireland SGU / SLGA CMAE Regions CM Spain CMA UAE

•For more information visit: http://www.cmaeurope.org/upload/public/documents/webpage/education

MDP 3 Strategy and Leadership – remaining places Limited places are available for MDP 3, Strategy and Leadership as we go to press.

The course takes place on 5-10 October, 2015, in Edinburgh.

The course is aimed at managers wishing to enhance their management style and tap into their leadership potential in order to operate club business effectively. Delegates will learn the responsibilities and characteristics required to exert the

appropriate levels of power and influence so that their club can develop its creativity, while also focusing its strategic aims in line with established culture and traditions.

• For more information visit http://www.cmaeurope.org/upload/pub lic/documents/webpage/education Or contact Michael Braidwood. e. michael.braidwood@cmaeurope.eu

CMAE’s Club Management Diploma (CMD) has now been awarded to over 100 managers Europe-wide, with 47 Diplomas gained during this 2014/15 term. The most recent Diplomas went to participants in Management Development Programmes (MDP) Part 2 held in Bournemouth, Stirling, Rome and Madrid.

The CMD is available to all CMAE delegates attending the MDP 1 and MDP 2 courses.

Attendees need to pass the multiple choice exam on the 10 core competencies, undertake a group executive case study (including a presentation to a ‘Board’ on their findings) and finally submit a work based assignment of 1,200 - 2,000 words on a situation at their club that they have resolved using the strategic management tools learnt during the two programmes.

CMAE’s Education Policy Board Chairman Kevin Fish said: “We are delighted that as a result of these programmes club industry professionals are now securing the Diploma. Their focus and dedication gives their clubs confidence, ensuring that the industry is in good hands with well-qualified professionals at the helm. It is great to see the MDP programme and diploma qualification spreading across Europe, with Italy now generating its first qualified managers with the CMAE Diploma.”

DIPLOMA RECIPIENTS 2014/15 TERM

Bournemouth Lee Andrews,Mid Sussex Golf Club; Gabrielle Boas, Datchet Water Sailing Club; Jose CalvoSotelo, Golf Legend Spain; Vincenzo Cupello, Hurlingham Club; Dominic Dye,r Links Country Park Hotel and Country Club; John Hall, Tewkesbury Park Hotel and Country Club; Les Howkins, Richmond Golf Club; Phil Jones, Dreamland Project Azerbaijan; John Maguire, Richmond Golf Club; Tristan McIlroy, Roehampton Club; Angel Moreu, Golf Legend Spain; Frankie O’Donnell, Caledonian Club; Ed Plunket, Boodles; Graham Rolland, Wycombe Heights Golf Centre; Laura Rushby, England Golf; Andrew Smith, Mid Sussex Golf Club.

Stirling Audra Booth, Club Golf; Robert Brewer, Royal Wimbledon Golf Club; Jim Burns, Stranraer Golf Club; Colin Fairweather, Kirkintilloch Golf Club; John Forbes Muir, Ord Golf Club; Jim Halley, Prestonfield Golf Club; Gavin Kinsella, Royal Mid Surrey Golf Club; Cathy Kobiela, Pitreavie Golf Club; Jacky Montgomery, Dunbar Golf Club; Andrew Munro, Elie Sports Club; Steven Munro, UAEPGA; Maggie Paterson, Gourock Golf Club; Nigel ScottSmith, Lenzie Golf Club.

The Diploma is valid for five years and in order to maintain this status, CMAE members must continue to invest in their professional development and obtain 120 continuous professional development (CPD) credits during that five year period.

Rome Stefano Boni, Golf Club Tirrenia; Alessandro Cardini, Tarquinia Country Club; Dario Colloi, Donato De Angelis, Casentino Golf Club; Sandro Maistrello, Royal Golf La Bagnaia; Giulia Morandini, Golf Lignano; Matteo Niglio, Terre dei Consoli; Ascanio Pacelli,Terre dei Consoli; Andrea Signor, Cansiglio Golf Club; Carlotta Simoncello, Brolo Bassano Golf Club; Wilma Sturaro, Padova Golf Club; Riccardo Tirotti, Marco Simone, SSD.

The MDP pathway was originally developed by the Club Managers Association of America (CMAA). The Association generously passed on the programme to CMAE who has adapted the materials for the European Golf, Sports and City Club Markets.

Madrid John Barrett, Riyadh Greens; Miguel Lourenco, Portugal; Juan Marcos,Galante Salamanca Golf; Alberto Diaz Padilla , Greenfinity; Lidia Munoz Pere, La Finca Golf; Jose Ignacio Vidosa Flores, RACE Jarama Golf Club.

CLUBHOUSE EUROPE 7

BEST PRACTICE – TRIBAL TUESDAYS

Thevalueof press releases In a new regular page, Michael Braidwood CCM, Director of Education for the CMAE (Club Managers Association of Europe) shares his ‘Tribal Tuesdays’ thoughts on planning an effective press release programme for the club.

T

he number one benefit of having a press release plan in place is that your club is constantly in the news (more or less for free).

This instantly helps raise the profile of the club and also creates the impression that the club is busy with activity. This will be attractive to new members.

The other key factor is the goodwill it creates from the people the press release is about: members, suppliers, sponsors and charities, as they too are benefitting from the free exposure.

If you do need to justify your PR efforts to your Board then you can keep a press clipping file and do the calculation of the equivalent media value you have achieved/Advertising Value Equivalent (AVE).

This is the column inches your press release got multiplied by that publication’s advertising rate for the same space. Some PR companies will multiply this figure by – for example – 1.5, arguing that the

8 CLUBHOUSE EUROPE

value of third party editorial is greater than a paid for ad. These measurements may not be an exact science, but nevertheless they are a measurement!

90-day press release plan One way to get free coverage for your club is to create a 90-day rolling press release plan. I have done this consistently for years for the organisations that I have worked for.

First of all I create a simple spreadsheet or table and create monthly headings. I then review our activity calendar to see what is coming up and then schedule into my plan the press releases I am going to write. If, for example, you are a sports club manager you can focus your press releases around your key events, then add in other key activities or happenings at your club. You will be surprised what is newsworthy!

Include things like: forthcoming events, event results, new staff appointments, training activities (members and guests like to read that you are investing in people!), new innovations, new purchases and charity initiatives – even wildlife or the bird count on the club grounds!

Once you have your plan then put in place your press release template which should have a heading, place for the key content and ‘boiler plate’ (this is the post amble about your club and a contact person in case editors want more information).

The next stage is to create a database of your local, regional and international media contacts so you have great distribution and then start feeding them releases (and invite them to the club to see you in action). Also – of course – don’t forget to post your press release on social media too.

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INDUSTRY INTERVIEW

ON THE GOLF SECTOR What was your first role in the golf world?

Working for the SGU. But I have a Masters in Sports Management and have always been involved with sports management. I’ve been Chief Executive of the SGU for 18 years, and now Chief Executive of Scottish Golf Ltd. What were the biggest challenges as Chief Executive of the SGU? The biggest challenges were to get an agreed strategy to move forward, and agreeing what was going to make the biggest difference in delivering the desired outcomes. We had to get our own governance and business planning right and to build a team to deliver the strategy.

Current priorities?

The on-going viability of golf clubs.

Best thing about your job?

Lots! Seeing people develop both internally and externally. When we see young players like Ritchie Ramsay who played in the Scottish Boys progress to a European Tour Champion it’s good to think that we’ve helped in some small way.

Also it is great to see clubs succeed when they put the right work in.

And the worst thing?

The amalgamation took time, but we are there now – I need to remind myself that change takes time. This will now have a demonstrable impact on our ability to deliver our strategy and make a real difference to Scottish golf.

Thoughts on golf tourism in Scotland?

It’s huge; on average 1/3 of a club’s income comes from visitor play. For some clubs it’s much higher and they wouldn’t exist if it were not for the income derived from golf tourism. The golf industry is worth £1.71 billion per annum to the Scottish economy and golf tourism plays a key role in creating the value.

Biggest growth opportunities for golf in Scotland?

Female participation. Currently we are 50:50 in populous, however only 14% of our golfers are female.

Who else do you admire in the golf world?

We all share best practice. I like what the Swedish and French Federations do; they have some fantastic initiatives. Also New Zealand have done a great job recently in broadening the appeal of golf and South Africa have an exceptional development programme that helps underprivileged kids. Interestingly, Scotland are now getting increasing enquiries from other Associations and Federations about training and education initiatives.

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A word with

Hamish Grey Consisting of a nine-strong board with a minimum of three from either gender, from October 1 this year, Scottish Golf Ltd (SGL) replaces the Scottish Golf Union (SGU) and the Scottish Ladies Golfing Association (SLGA). Clubhouse Europe quizzes Chief Executive Hamish Grey on the importance of education to the new body.

Q. Management Development Programmes (MDPs) have formed part of the former SGU/SLGA education programmes. What appealed to you about MDPs? MDP appealed to us as it had a long track record from the US. Better manager education was one component of our strategic plan so the fit was ideal.

Better quality, educated people equals a better golf industry. It’s proved a good investment for us and it’s delivering the desired results.

Q. So four years on, what results are you witnessing?

It’s brought us closer to our clubs. We now have a much better engagement with the clubs who have attended MDP, there is now a better bond, understanding and trust between us and the clubs.

The training also has to be taken into context as it is part of a wider strategy where we have Development Officers on the road (we’ve recently strengthened this team from three to eight). We deliver governance and business planning workshops to clubs and volunteer training. However the MDP for managers is the core of what we do.

We’ve also monitored the outcome of this work and we’ve found that of the 60+ fully engaged clubs we’re seeing them outperform the average club trends by upward of 4.5 per cent on membership numbers.

Q. How would you like to see the MDPs develop in the future?

We know that CMAE constantly monitors the programmes, updating and enhancing them. We’ll continue to work on this. From our standpoint the main work is to develop the volunteer education. There’s little point in developing the Club Manager’s skills if the Board and/or Committee can’t relate to them and their recommendations.

Q. What feedback are you getting from attendees?

We get formal feedback from all attendees and we know the programmes are running to a ninety per-

Hamish Grey, CE of Scottish Golf Ltd. cent-plus satisfaction rating.

We also get other feedback – face to face or written - giving real examples of positive change that has happened as a result of the training.

One of the most encouraging things we see is the networking that goes on at Regional Awards ceremonies and seminars, where former MDP delegates come along to further their education and to support those that are currently going through the education pathway. This bond has happened because of the MDPs that we put on. This is where we’re seeing the sharing of best practice amongst the clubs.

Q. Which would you say are the most popular programmes?

We see a lot of interest in MDP Part 1 and this typically inspires the manager to continue on the Education pathway to get the Club manager Diploma (CMD) and then onto becoming a Certified Club manager (CCM).

Q. And which is the hardest course to generate enthusiasm for?

UP CLOSE AND PERSONAL UP CLOSE AND PERSONAL Where were you born?

Wellington, New Zealand.

Biggest strength?

Strategic thinking.

Weakness?

My quality of golf! I need to seek out the services of a PGA Pro. Who has been your biggest influence in your working life?

My first boss Steve Tew who is now CEO of New Zealand Rugby.

The final agreement to amalgamate the SLGA and SGU to form the new Scottish Golf Ltd was made in Stirling.

Scottish Golf Ltd has identified female golfers as a key target.

Because food and beverage (F&B) is traditionally not such a focus for clubs in Scotland as it is in the US, for example, we see less enthusiasm for MDP F&B. However I’m happy to say that this is changing and clubs are now recognising the opportunity of a well run F&B and hospitality department.

Q. Do you find the entry level of attendees is very different? And if so how do you address this?

We have had 100+ clubs represented at MDP over the last four years and this has not emerged as an issue. MDP covers the 10 core competencies of a modern club manager and most delegates are comfortable with six of seven of them and perhaps need to work on the others. It’s the weaker areas that can trip a manager up.

In time we may need to look at the clubs that aren’t coming on the courses and find out why. Scottish Golf’s focus is slightly different as we concentrate on the whole club’s needs and therefore also look after volunteer education. As I mentioned, we’re tailoring our sessions to the needs of volunteer-led clubs.

Q. What would you say are the weakest areas in the club manager who attend MDPs? There is nothing that stands out. The most important thing for me is they are all looking to learn. It is the managers who do not come thinking they know it all who I worry about. A “closed mindset” is not good for meeting the needs of a rapidly changing environment.

What’s good about MDP is that the framework based on the core competencies required is in place.

The course can then become tailored to the individual’s needs and that’s a real strength of the programme.

THE CLUB MANAGER’S ROLE Q. How has the club manager’s role shifted in the past five years and how is this reflected in your education programmes?

The club manager’s role is shifting in response to the change in consumer needs. The consumer is looking for family-orientated, friendly and flexible clubs and therefore the training and knowledge to deliver this type of club is essential.

Quality managers are key to the process of change in clubs and the MDP courses are key components of their tool kit.

Q. Do you see club managers now coming from different industry backgrounds?

We are seeing more moving into club management as a primary career, whereas formerly many club manager roles were filled with people starting a second career having previously worked, for example, in the Forces or finance.

It’s a challenging job having to juggle a wide range of skills including working with volunteer Boards and Committees.

Q. How do you see the next five years panning out for club manager education in Scotland?

We see this as more of a 15 - 20 year project and ongoing from there. The direction of travel is right; we will see it become more comprehensive in certain areas. Working with managers to provide feed back on the education they need is key to this process. There is room for all of us to keep learning more.

Q. Where do you hope to see Scottish Golf Ltd this time next year?

A fully amalgamated Scottish Golf Ltd that will continue to focus on delivering and achieving our strategy, of which education is a core part. It won’t be a question of what is right for gents or ladies golf, it will be a question of what is right for Scottish Golf, and the amalgamation of the SGLA and SGU provides us with a tremendous opportunity.

What motivates you?

Working in the sports / golf environment; who couldn’t be motivated every day? Working in a sport that improves the quality of life of those who take part is very motivating, and working with a great team of people is also very rewarding.

What gives you a sleepless night?

I sleep well, but I often worry about how to get more resources to deliver our strategy faster.

What book are you reading?

Sean Fitzpatrick’s Winning Matters. It outlines his take on the things that have made him so successful on and off the rugby field and how to apply them to everyday life. I have taken some of the advice to pass onto our young golfers!

All-time favourite film?

A Fish Called Wanda.

First record you ever bought?

The Beatles – Rubber Soul.

How do you relax?

Playing sports - cricket with my son, cycling, golf and travelling.

What is your dream car?

An old classic Morgan or EType Jag would be quite cool.

< CLUBHOUSE EUROPE 11

CMAE PRESIDENT

Talks with the

President Arnaldo Cocuzza CCM is the current President of CMAE. Under his leadership the Association has achieved some significant goals, notably in the professional growth and recognition of club managers in Europe. Here, he shares his thoughts with Clubhouse Europe.

Q. Arnaldo, what do you think makes the club industry different from other professions?

I’ve always considered the job of a Club Manager or a General Manager of a club similar to the same position in the hospitality industry (hotels, theme parks, cruise ships etc.) with the difference being that private clubs have the same customers all year round. This can be an advantage when clubs are run effectively; members are at the centre of the services provided and this makes them feel special each and every day. (But it’s not the most comfortable job on the planet if the membership isn’t happy of course!)

Our profession is all-encompassing. We oversee many competencies – food and beverage (F&B) operations, facilities maintenance, human resources, accountancy, marketing, club governance Smiling staff who can share their knowledge of food with customers help to turn a good tasting meal into an unforgettable experience.

and so on. The difference is made by the attitude of the employees. They are the most valuable asset of any club and on them depends our success too.

Q. Any advice for those coming into the industry?

First find a mentor. Our professional environment is full of extremely talented and experienced managers, so choose one and follow her/his advice.

Then, join your local association of club managers and follow a pathway of education. It is the educated managers who are leading the most successful country clubs and resorts and I strongly recommend owners and board members to invest resources into a long-term education pathway for their employees. One day – when they’re old enough – I’ll encourage my two kids to pursue this rewarding professional pathway.

“

One day – when they’re old enough – I’ll encourage my two kids to pursue this rewarding professional pathway.

”

Q. Which club activity gives you most satisfaction?

Hiring and training people who want to learn and grow. These staff members give 100 per cent every day and when you witness their success – and on some occasions they are so good you can’t retain them and they are offered a bigger chance in other clubs – that is extremely satisfying. I’m also enjoying my role at CMAE. I’m proud to serve my industry and dedicate part of my time to our association.

It’s a good experience to be called to lead an organisation and, with your fellow board members, to face issues normally approached by the other side of the desk when managing a club. Some of these professional connections have transformed into friendships and I am blessed to have colleagues whom I can call friends in different countries around the world.

Q. Your thoughts on the current situation for clubs in Europe?

In the last couple of years we’ve seen a reduction in registered golfers and this has had an impact on club finances (and not just golf clubs). The customers are much more educated now; technology

CLUBHOUSE EUROPE 13

>

CMAE PRESIDENT CMAE is a leading light in providing education pathways for those in the industry.

Networking is a key part of the CMAE’s remit.

has helped a lot in the evaluation, comparison and selection of the people’s free time. So, when club members buy an annual subscription they have clear expectations. The modern club needs to fulfil these expectations through a world-class service.

Where this doesn’t happen, members reduce time spent at the club and the risk of losing them becomes high. It is the educated managers who are leading the most successful country clubs and resorts and I strongly recommend owners and board members to invest resources into a longterm education pathway for their employees.

Q. Your suggestions on how to avoid member resignations?

It’s a challenging issue. First and foremost I think we have to ensure that there is a Procedures handbook in place for employees as well as a Strategic plan for Board members. Sometimes we see staff members putting a lot of effort into doing something they haven’t been trained to do. However good their intentions, if staff aren’t trained to the same standard then they can’t offer the same consistent and expected standard of service. There is then a high risk of dissatisfied members. At CMAE we are proud to teach members how to run a club effectively; our education module is at a very high level, with expertise delivered by highly respected professional presenters.

Secondly we see the volunteer job of being a Board Member as very challenging. There needs to be a clear strategy which keep all the ideas, efforts and decisions on the club’s “main road”. When I see a club that’s not performing well, I ask myself, “Did it have an effective Strategic Plan in place?” The answer, most of the time, is “no”.

Q. Italy is renowned for its food. What’s your own relationship with F&B? Great question! I love food; I love shopping for food and I love cooking it! It’s no wonder that F&B operations are so important in a successful club.

Food makes friends and families spend time together. The most important events of our lives (birthdays, marriages, holidays etc.) are always accompanied by food and drinks. So, many factors are important here, but there are a couple of simple things which can change “just eating” into an “experience”. First, the ingredients. I believe in using top quality ingredients (which doesn’t have to mean expensive). We have to go back to seasonality, to local producers, maybe even organic food. In this way a fresh slice of bread with olive oil, basil and tomato will taste like the best bite of your life. Second? It’s service; smiling staff who can share their knowledge of the dishes with customers. Again this can turn a good-tasting meal into an unforgettable experience.

We have to go back to seasonality, to local producers, maybe even organic food. In this way a fresh slice of bread with olive oil, basil and tomato will taste like the best bite of your life.

14 CLUBHOUSE EUROPE

Q. And finally?

Finally, I wish all the European club managers all the success they deserve and I am sure that by following CMAE education pathway the whole club industry will benefit from the enormous talent, skills and attitude that our professionals possess.

My very best regards to you all!

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Sponsored Feature

How business processes are changing fast, saving time, money and resource ocument Printing & Imaging specialists DMC Canotec are leading innovators and enablers of smarter “LessPaper” Dsignificant office solutions. They are delighted to be an official partner to the Club Managers Association of Europe (CMAE), with a number of Members Clubs already putting their printing, scanning, document and information management needs in their hands, James Overton, Sales Manager at DMC Canotec shares his views on transforming business processes and how he is helping club managers to work smarter.

Why do you advocate less print?

We are finding that more and more Members Clubs particularly in city areas find space is at a premium. The more you print, the more you store and waste, these days it’s all about making the most of your premises and decluttering your office where possible.

Is digital document archiving and retrieval something that can benefit any business?

Generally yes; we find all types of businesses can benefit from moving hard paper documents into electronic format. In the legal sector, it’s about retrieving information on case matters promptly, in healthcare it’s patient records and in Sports and Private Clubs, it’s member correspondence, information and often minutes of meetings.

At a recent event we attended, we learned that, on average, a staff member takes up to 18 minutes to retrieve a hard copy file. Having this information available instantly, can save staff huge amounts of time and also help your business become more compliant.

Can you share some examples of how technology can benefit the sports and private Members Club sector?

Yes, the systems we implement are often about improving process. It’s never quite the same set of circumstances but by focusing on where a club is losing time, we can help it’s staff become more efficient, enabling them to do more.

For example, we have helped finance managers with teams who are swamped by processing invoices, to automate this process. This allows the team do deal with more pressing issues, like chasing membership fees and renewals, in order to maintain a healthy cash-flow.

We have also helped streamline manual approval processes, for example allowing managers to approve invoices or Member applications electronically, be it at their desk, from a tablet, or Smartphone.

This dramatically improves response times to enquiries and ensures suppliers are paid on time.

Can you really scan invoices into accounts systems accurately?

Our systems can be over 90% accurate when reading forms or invoices. To be clear, this isn’t about replacing people, as this process will never be fully automated but we can make it much more efficient.

So, how does a Managed Print Service benefit a club?

Often the Club Managers we talk to don’t have any control over their printing spend.

“The costs of a photocopier are transparent but the real expenditure is often in the desktop printers as these often have a varied cost per page.”

By having a Managed service across all the desktop devices, we can not only offer a heavy reduction on the cost per page but also have one maintenance agreement across all the devices, since these are often out of warranty.

All toner ordering is then automated saving time, plus we give the managers visibility of their costs on an ongoing basis and they can also budget back to a specific department if necessary.

Are clubs being pressured to offer mobile or tablet printing services to Members and guests?

In some clubs yes, as Members are constantly expecting more from technology. We can help facilitate that, whether it’s a free or a chargeable service you wish to offer. Some city clubs however, still operate a “no mobiles or tablets policy”, so it’s about what is relevant each Club.

â&#x20AC;&#x153;The average office worker spends 180 minutes a week looking for documents.â&#x20AC;?

What security risks are there with printing or scanning confidential information?

Well, all clubs and businesses for that matter, have a duty of care to keep their customer information secure. But there are often many different types of sensitive documents, holding confidential information that should be protected.

Printed information is often left lying around and scanners are often able to send to email from an anonymous address.

We help deal with these issues by implementing a secure print system or providing an audit trail for all documents being scanned within the business,

Finally why should a club manager engage with you and your team at DMC Canotec?

DMC Canotec are keen to share experiences and best practice between CMAE members so what works well for one club can be shared with others. â&#x20AC;&#x153;In the true spirit of a longterm partnership we are also re-investing 5% of any spend from a Members Club, back into The European Club Education Foundation.â&#x20AC;?

We are really excited about our long-term commitment to CMAE and all the Members Clubs we hope to help, even if itâ&#x20AC;&#x2122;s simply to offer fresh ideas and forward thinking.

Our work with several Members Clubs so far has delivered great improvement and returns for these clubs and helped us to understand how we can help others.

Contact DMC Canotec on 020 8688 4243 or visit cmae.dmcplc.co.uk DMC Canotec, 59 Imperial Way, Croydon, Surrey CR0 4RR

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CMAA CEO

Jeff Morgan becomes CMAA’s new CEO Clubhouse Europe catches up with Jeff Morgan, CEO of the Club Managers Association of America (CMAA). Here he shares his views on the club sector and lays out the CMAA’s plans for the future.

A

s I travel the USA speaking to and visiting with CMAA members, I believe clubs and club managers have two sets of challenges – people-related and VUCA (Volatility, Uncertainty, Complexity and Ambiguity).

People-related challenges include managing a multi-generational workforce that includes millennials to baby boomers. Each of these generations require different management skills and methods.

These people-challenges in the US migrate to our members as clubs continue to become more family-centric, with more services and higher demands to serve each family member’s expectations – from fitness to children activities to golf. Finally, these people-challenges extend to prospective members as there is not one model for a club to evolve and clubs really need to understand their community and what prospective members are seeking as a potential club member.

The second set of challenges is a concept called VUCA – Volatility, Uncertainty, Complexity and Ambiguity. While the acronym has been around for several years, the unpredictability of things like weather, economy and governmental regulation make VUCA a reality for club managers too.

CMAA has spent much of 2015 discussing these issues and gaining member input via inperson conversation and a member survey on how best CMAA can evolve over the next few years to meet these challenges. During the fall of 2015, member leaders came together to plan CMAA’s future and these new strategic goals will be released around the end of the year.

However, the answer to VUCA – Volatility, Uncertainty, Complexity and Ambiguity – is a different type of VUCA – Vision, Understanding, Clarity and Agility! These competencies will be the wind behind our back as we plan for CMAA’s future.

These are core competencies we must ensure CMAA has to serve members in times of change.

We want to ensure CMAA is a partner for our members providing not just education, but also best practices and research that can aid club managers as they encounter challenges and changes in their club.

Education is key CMAA’s core mission over the last 88 years has been education. That’s not going to change any

18 CLUBHOUSE EUROPE

from clubs outside the country. Many clubs have members from around the world, so they are expecting managers to have club experience from places other than the US. Exposing club managers to clubs and skills outside the US is critical for manager competencies to continue to develop.

time soon. What will change is our need to provide the vision and clarity during changing times to club managers with more expediency. So we are expanding our own research capabilities for clubs.

By adding this competency on staff and as part of our professional development staff, we believe we will be able to make our educational offerings more valuable for attendees.

In addition to becoming more sophisticated in content, delivery will continue to evolve. Presently we have week-long programmes, an annual conference and online offerings. I would expect that we will continue to grow our online component, but also add some multi-day programmes in the future. These may be more targeted offerings, like use of club technology.

BMI International CMAA is very excited to bring BMI International back to London and appreciate the work and partnership with CMAE. (I can’t tell you how thrilled I am to be working with CMAE as my first BMI International programme as CMAA’s new CEO!) We are seeing club managers being recruited in the US with multi-language skills and coming

A Coordinated Global strategy Our new licensing for MDP progammes has been very well received. This will allow us to create consistency and continue to develop these programmes as new competencies are developed for club managers. This new programme also continues to allow CMAA to help in countries that are developing an MDP-style programme for club managers. Jason Koenigsfeld has conducted programmes in South America and New Zealand in 2015 as part of the development process.

A very exciting component to this new structure is for licensing participant countries to come together at CMAA’s World Conference on Club Management each year to collaborate and discuss programme changes and new competencies to ensure the club manager certification program is the best that can be offered. I believe all these changes will keep the Certified Club Manager (CCM) at the top for the foreseeable future.

CMAA membership breakdown Our membership in type of clubs hasn’t changed much over the past few years. About 78% of our clubs have golf as their key experience with yacht and city clubs making up much of the remaining 22 per cent. Our recent member survey revealed that while club type is the traditional way we look at member differences, we really need to focus on club size. Those larger clubs have greater resources to use to evolve and change and serve members.

Smaller clubs have many more challenges and must use their resources wisely. They look to CMAA for that knowledge and information and we need to think about different members with different amounts of resources going forward. It is an exciting challenge and one that will help to push CMAA along its own path of evolution to better serve our members.

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INDUSTRY REPORT

Growing golf –

the feminine touch Creating growth for clubs is critical to the wellbeing of our industry. And for golf clubs in particular, it seems, including female participation within the club’s strategy will pay dividends.

W

hen Syngenta canvassed the opinions of more than 3,500 UK residents in 2013 – including golfers, non-golfers and lapsed players – the market sat up and listened.

Such was the impact of the survey that the company followed it up with further exhaustive research amongst one of the identified target sectors – female golfers.

The research included a quantitive survey of 1,500 women as well as face-to-face focus groups which aimed to gain a better understanding of the emotional ties that retain existing female golfers, as well as the emotive responses of non-golfers and lapsed players.

The specific objectives of the research was to: 1. Identify the reasons why women participate in sport – and how golf could fulfill those needs.

2. Understand the drivers and reasons why existing female golfers enjoy the sport, the needs it fulfils and the emotional ties.

3. Learn why female golfers leave the sport.

4. Better understand factors that may discourage female participation, such as expense and intimidation.

5. Identify what would lead prospective players to ‘take the next step’ and commit to becoming a golfer.

As a backdrop, the research set out to discover what the general social stereotypes relating to golf are amongst non-golfers. What are the immediate reputational issues that golf must aim to overcome to make the sport more appealing?

Negative perceptions of golf amongst nongolfers • A slow, boring game.

• Expensive – only for higher social classes.

• Membership required – club mentality.

• For older men – male dominated.

• Time consuming.

• Very competitive.

• Embarrassing for beginners.

• Rules are arduous and confusing.

Positive perceptions of golf amongst nongolfers On reflection, the negatives were offset somewhat by the more positive factors.

• Requires skill, precision and technical improvement.

• Relaxing – you can switch off from life.

• Allows time for bonding with friends, family and other players.

• Handicap system ensures level playing field.

What makes women take up golf?

So how do the majority of women who do play golf start? Could this provide an insight into successful strategies to attract more female participants?

• CHILDREN Panellists said that it was often a child’s interest in the game – and a mother’s desire to spend time with their children – that influenced them to start golf.

• FATHERS Among the women who had been playing golf for most of their lives, fathers and uncles were the primary introducer.

CLUBHOUSE EUROPE 21

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INDUSTRY REPORT ment. However, the results serve as an indication of the strong potential to grow golf through female participation.

What’s stopping women taking up golf?

So what is actually stopping women from taking up golf? What are the perceived barriers that prevent them taking the next step?

• MALE DOMINATED SPORT Golf is not only perceived to be a male-dominated sport, it is also seen as unwelcoming to women, especially female beginners. The low profile of women at golf clubs and the predominance of men’s golf on TV re-enforces this perception.

• GOLF IS ELITIST To non-golfers, the sport is perceived as almost a hereditary activity; if you were raised as a golfer, you will play golf, but if you didn’t grow up around golf, it’s not for you.

• FRIENDS Players are often introduced – or re-introduced – to golf by their friends.

• PARTNERS Women whose partners play golf take up the sport to spend more time with them. (Conversely, among the lapsed players, one of the reasons they gave up golf was to spend more time with their partners).

• SOCIAL Some golfers in our focus groups said they started because they wanted to play a sport that was less impactful on the body and could be combined with social activities. Female golfers expressed how, once settled in a club, they make the most of social opportunities and meeting people, resulting in regular, weekly games. This often happens once their children move away from home or have lost interest in golf.

WHY GOLF APPEALS TO EXISTING WOMEN GOLFERS “I really enjoy it – I can have good days and bad days, but it’s really sociable and we just have great fun chatting our way around the golf course.”

Golfer “The best bit for me is the fact it’s probably the only sport that I’m improving as I’m getting older.”

Golfer “One of my children was fanatical about golf, and I thought as he got older it might be something we could do together.” Golfer “I like it because I find it really relaxing after being with the children all week, to go out on the golf course: you’re walking about, you’re in the fresh air.” Golfer

What appeals to women about golf?

Having learned how women get into golf, Syngenta wanted to find out what sustained their interest and kept them engaged in the sport.

The golfers in the focus groups described the following positive factors:

asked, ‘How interested are you in taking up golf this summer?’

The following statistics represent the percentage of respondents who said they were very interested, along with what this means in terms of prospective new golfers (based on population size).

• • • • •

• FRANCE 7.4% 986,000 prospective new golfers.

Time with family and friends.

Socialising outdoors.

Ability to improve (and irrespective of age).

Stress relief.

Friendly competition through the handicap system.

Across Europe In addition to speaking to focus groups in the UK, the company wanted to get a sense of how appealing golf is to women across Europe and conducted quantitative research of non-golfer females in the mature European golf markets of Germany, Sweden and France, as well as the UK. Non-golfers were

22 CLUBHOUSE EUROPE

• SWEDEN 4.2% 68,000 prospective new golfers.

• GERMANY 5.2% 955,000 prospective new golfers.

• UK 5.0% 640,000 prospective new golfers.

The report realistically points out that it is unlikely that the women who said they were very interested in golf would then have systematically taken up the sport, as there are multiple factors that would encourage or discourage potential customer engage-

• IT REQUIRES LESSONS & PRACTICE It’s seen as a game that can’t be easily taken up; golf requires money and time to start out. Women are afraid of looking like beginners and, without the ability to practice at home or in their own space, fear they won’t progress.

• YOU MUST BELONG TO A CLUB Non-golfers believe you have to be a member of a club to have lessons and start golf. The perception is that it is difficult to get started in golf and taster sessions are not readily available.

• IT HAS AN INTIMIDATING CLUB ATMOSPHERE Clubs are seen as intimidating places, especially to outsiders. Women are concerned that they won’t know the club rules and that etiquette, although accepted as potentially positive, can be off-putting.

Women are also concerned they won’t have the skill to play and enjoy golf.

WHAT’S STOPPING WOMEN TAKING UP GOLF? “It’s the etiquette; what you wear, what you do, what’s acceptable, what’s not. You go out for a run and you can wear what you like, it really doesn’t matter.” Non-golfer “I don’t know why it is, but golf seems to be something that you have to have a level of skill to be able to even go out and try.” Non-golfer (17-18 age group) “It seems a bigger commitment to try golf out than to go to the gym or try a dance class. You have to spend money on clubs or getting the golf clothes – that’s a huge commitment in itself.” Non-golfer “I would feel like they might not want me to be there even though it’s public I’d feel intimidated.”

Non-golfer (17-18 age group)

• THE COMMITMENT AND COST Women perceive that to take up golf you have to join a club and that the combination of membership fees and equipment makes it expensive, and more than they are willing to commit to.

WHY DO WOMEN LEAVE GOLF?

• LACK OF ADAPTABILITY Golf is seen as an individual sport that could be less fun or social than a team game. The lack of scalability i.e. having to play a full length course rather than a shorter or different format reduces golf’s appeal.

“You’ve got to have commitment. If you’re going to join a club for 12 months, you’ve got to be committed for 12 months.” Lapsed golfer

• WEATHER DEPENDENT Women see golf as a fair weather sport and that it is not a game you’d play all year round.

Why do women leave golf?

Encouraging new players in is vital, keeping them engaged is equally so. So why did the lapsed players in the focus group leave golf? Their answers were as follows: • COST The combination of membership fees and increasing annual dues, as well as tuition costs, resulted in some women giving up golf.

• COMMITMENT The time it takes to play 18 holes, including drive time to and from the course, and the feeling you have to participate in club functions put some women off.

• SNOBBERY Among those who have given up golf, there was a sense that it was hard to fit in at a club and that burdensome rules, etiquette and strict dress codes were off-putting. Also the club culture and not feeling like a member was an important theme to emerge from the discussion groups. Lapsed players and nongolfers alike perceive, or have experienced, pretentious and stuffy clubs. A common theme was the presence of cliques within clubs and the difficulty some individuals felt in being accepted.

Do women find golf clubs intimidating?

Intimidation is a factor that has recurred frequently in the research. While some lapsed players suggest they have experienced intimidation, and non-golfers fear a club is an intimidating place, do golfers also experience intimidation, asked Syngenta?

• LAPSED GOLFERS Most lapsed golfers have experienced the irritation of fellow members due to their inability to play the game at a higher level, creating stressful situations.

However, their confidence grew when they played with better players who are also friends.

• GOLFERS Most club members said they did not feel intimidation and are comfortable about their standing at the club – and would not tolerate intimidation from other members. However, some reported the hard time junior golfers can be given by other members (when they should be encouraging young players).

Some also said they sometimes felt intimidated by

“What I didn’t like about it was the whole pretentiousness of it and the rules. I don’t like being told this is how you should behave.” Lapsed golfer

“At my gym you can have a membership or a day pass, but you have equal rights. If you’re a member, it doesn’t give you a right to be rude to people.”

Lapsed golfer “The members didn’t want new people in. They thought, ‘It’s going to be busier; they’re going to take my tee time.” Lapsed golfer members at other clubs, when visiting.

• NON-GOLFERS The perception among non-golfers is that they would be pushed by more able golfers. They said they would be nervous and feel the threat of embarrassment about walking onto a course for the first time or being observed by regular players who were more experienced and skillful.

What would encourage female golfers to play more?

So how do clubs and courses stop existing female players drifting away and leaving golf? What would enhance their golfing experience and better engage them in the sport? According to the focus groups the following are important.

• PLAY The ability to choose how many holes they play – 18, 9 or even 6 holes – would give our golfers more options around when to play golf.

• PLAY OTHER COURSES The respondents said they would like to see reciprocal deals with other courses, enabling them to play (for free) at other venues.

• MORE FRIENDS WHO PLAY The importance of participating in sport or an activity with friends was underlined – women would play more golf if more of their friends played.

• FRIENDLIER ATMOSPHERE Once again, the intimidating side of club culture, rules and etiquette, was apparent – women want to be made welcome and feel like valued customers.

WHAT WOULD ENCOURAGE FEMALE GOLFERS TO PLAY MORE? “Just having another friend to go out and play with me.” Golfer “If there was a group of us then it would be a lot easier because it’s a social thing.” Golfer

• BETTER WEATHER The women’s responses underlined golf’s dependence on the weather and confirmed that, for women, it is primarily a fair weather sport.

• LESS MASCULINE ENVIRONMENT Women would be encouraged to play more golf if clubs were less male dominated and more female friendly.

• EASIER ACCESS The golfers in our focus groups all live in cities or metropolitan areas. For them, easier access to courses, near train or tube stations, would help them play more.

• NOTHING Some of the golfers said nothing would encourage them to play more – they already play as much as they are able to.

What would encourage lapsed players and non-golfers to start golf?

What can golf clubs do to attract new female participants? Specifically, what would bring lapsed players back and what would persuade non-golfers to take the next step and turn interest into action?

• AFFORDABLE RENTALS Being able to sample golf without having to commit to a significant initial spend.

• SHORTER COURSES Less time and shorter rounds, including 9-hole and 6-hole options.

• FEMALE GROUP LESSONS Learn to play with other females, taught by female coaches.

• CASUAL DRESS Women don’t want to have to dress-up to relax.

• MORE AFFORDABLE CLUB MEMBERSHIP / GREEN FEES Making it easier and less expensive to start golf.

• BEGINNER ONLY TIME SLOTS Making new golfers feel comfortable and less intimidated.

• FAST TRACK LEARNING ON BASIC RULES AND SKILLS Making new golfers feel comfortable and less intimidated.

• SUMMER ONLY MEMBERSHIPS Better value for a sport that is perceived as a fair weather activity.

• GYM AT CLUB Adding value to membership and offering all weather options.

• CRÈCHE Enabling young mothers to participate.

CLUBHOUSE EUROPE 23

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INDUSTRY REPORT THOUGHTS ON TOPGOLF Our panellists discussed a range of alternative golf formats, with Topgolf – combining a social and friendly-competitive driving range experience – being the favourite solution.

• Overcomes perceived barriers to conventional golf.

• Fun, casual.

• More social than just a driving range.

• Competitive.

• Develops skills.

• Highly appealing to lapsed players and non-golfers.

• BUT is perceived to be expensive.

Role models on TV: while lapsed and non-golfers could name Tiger Woods and Rory McIlroy, they couldn’t identify any female professionals. Among the golfers, they were able to name Laura Davies but only one female golfer recognised Charley Hull.

• FLOODLIT COURSES Allowing golf in the evenings after work / when childcare is available.

• MORE AND BETTER TV COVERAGE Seeing more women’s golf on TV would inspire take-up of the sport.

• ROLE MODELS ON TV Panellists were asked about golf on TV. While some had seen The Ryder Cup and Open Championship, few had seen women’s golf on TV. While lapsed and non-golfers could name Tiger Woods and Rory McIlroy, no female professionals could be identified.

While the golfers were able to name Laura Davies and Paula Creamer, only one female golfer recognised Charley Hull.

How would golfers grow the game?

Finally, female golfers in the focus groups were asked what they thought would help grow the game.

They suggested: • GOLF IN SCHOOLS While respondents in Edinburgh praised the schools’ golf programme in Scotland (ClubGolf), the Manchester and Wimbledon groups were confused as to why golf was not widely available in schools in England.

• SHORTER COURSES Golfers agreed that the flexibility to play shorter rounds, including a 6-hole option, therefore lessening the time commitment, would make golf more appealing.

24 CLUBHOUSE EUROPE

• WOMEN’S BEGINNER SESSIONS Women would be happier learning with groups of other females, with an emphasis on encouragement rather than discouragement, which they thought was common at clubs.

• FRIENDLIER CLUBS Golf clubs need to be more welcoming, changing the perception of clubs and taking the pressure off new golfers.

• FAST-TRACK LEARNING The concept of five beginner sessions that got women into golf quickly was a good idea, rather than an apparently endless commitment to lessons on the range.

• AREA FOR CHILDREN Creating a designated area for children to play and be overseen would enable mothers to play golf, our groups thought. It would also send out a message that clubs are female and family friendly.

• SHORT-FORMAT PROFESSIONAL EVENTS The golfers in our groups agreed that more appealing TV formats might make golf more interesting and inspire new players; a female equivalent of 20/20 cricket, potentially played over 9 holes.

Syngenta summary and recommendations By looking deeper into the issues surrounding female participation, Syngenta has identified that golf clearly has a positive opportunity to grow the game by attracting more women golfers.

The results of both qualitative and quantitative

surveys indicate that women take part in sport primarily for stress relief, exercise and time outdoors.

And while, at first glance, they may not feel golf can offer them the calorie-burning experience some sports do, clubs and the sport can overcome this by proactively communicating the health benefits of golf.

Golf is recognised as offering women the opportunity to spend time outdoors, as well as time with friends and family, two important factors that strongly appeal to women.

Golf can also learn from the finding that women take up sport by observing others participating i.e. seeing friends or family taking part, or when they drive past a swimming pool or see a sports facility close to where they live. The opportunity for golf is to promote itself and reach out so that people know what goes on at a course or club.

Many non-golfers have no idea that golf courses have restaurants and bars that are open to the public for coffee and lunches. There is also a widely held perception that you have to commit to a 12-month membership to play golf and that, combined with ‘expensive’ golf equipment, the investment can be prohibitively expensive. Non-golfers are often unaware of starter schemes, flexible pay-and-play options and affordable golf equipment.

By listening to what existing female golfers and prospective players are saying, there is an opportunity for golf and golf courses to take a customerfocused approach that can successfully appeal to and engage women in golf. Communication and outreach to local markets, as well as the proactive support of existing female club golfers, are also important factors for courses to consider.

Clubs do need to be mindful of the perception of intimidation and lack of friendliness, however, and provide a consistently warm welcome, an ongoing culture of customer service and schemes and amenities that engage women in golf on a sustainable basis.

CONTACT DETAILS Rod Burke rod.burke@syngenta.com or golf.syngenta@syngenta.com

Put the biggest stars in football to work in your bar with BT Sport Football fans love watching the big stars playing. And with every UEFA Champions League match live on BT Sport you could have players like Messi, Rooney and Lahm boosting mid-week trade. Sign up to the BT Sport Total pack now to get 1 month free.

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MEANS BUSINESS

Pub Offer – First Month Free contract: This Offer is available, at BT’s discretion, to new BT Sport Commercial customers (Single and Group Premises) who sign up for a 12-month Minimum Period for the Service on BT Sport Total between 1 September 2015 and 30 September 2015 (inclusive). BT will waive the Monthly Subscription Charges due from the Recipient under Clause 7 for (i) one calendar month from and including the Activation Date. Standard monthly subscription charges will apply outside the Offer Period. If the Recipient terminates the Service during the Minimum Period, the Recipient will incur early termination charges.

Additional charges like paper billing, will still apply. This Offer is subject to BT’s Agreement for BT Sport – Commercial Premises which can be found at btsportbusiness.com/terms 12 UEFA Champions League matches will be shown Free To Air on BT Showcase. © British Telecommunications plc 2015. We’re registered in England at 81 Newgate Street, London EC1A 7AJ (company number 1800000). All this information correct at time of print, August 2015 and may change.

See our terms and conditions at btsportbusiness.com/terms

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HUMAN RESOURCES

How to be an HR Star Do you sometimes feel that all you do is deal with staff issues? Well, there’s good news for readers with a staffing responsibility. Putting in preventative systems can help you to achieve streamlined team management, freeing you up to make more effective use of your time explains CMAE’s Michael Braidwood. umans are individuals with their own aspirations, ideas and motivations. And while it’s important to encourage that zest for the business, it’s equally important to know how to manage it to the best effect – for the club, the management, the team and (as always) the members.

So how can you ensure a smooth running operation? The following pointers will help.

H

ply listing all the things you need your team members to do, then add in the standard stuff that you expect them to do (code of conduct, for example).

When recruiting to fill these positions the job descriptions will help you identify the skills sets you are looking for and these can then be listed at the end of the description as requirements. Once you’ve developed the job description write a brief introduction / overview.

Job descriptions A job description can be as detailed or as simple as you choose to make it, but it really forms the back bone of the positions you manage and by having them in place it leaves nothing to doubt. They are easy to create and templates can be found online.

They should, however, be tailor made and reviewed and updated every year. Start off by sim-

Recruitment search process This is generally the area where most of us fall down. If you cut corners in your recruitment search process then you often make the wrong hire and that is when most of your staff problems begin.

Be sure to give enough time to the process – however time-critical the appointment may seem. This will ensure that you don’t end up recruiting the

most available person as opposed to the most suitable person.

There are a few simple steps to follow...

• Understand the position you are trying to fill, create a job description and a job requirements list. From this point you can start to build up an ideal candidate profile of the type of person you are looking for.

• Once you have your candidate profile you then need to think carefully as to where you might find such a person. There are options for seeking candidates and almost all of them come at a cost, however the investment might be worth it.

• Run an advert in a trade publication to ensure you’re being read by those already in the club business; Clubhouse Europe is one such example of course!

CLUBHOUSE EUROPE 27

HUMAN RESOURCES • Depending on your location and the level of entrant required, local press is an option (your readers will be in the area and will probably have a knowledge of your club already).

• Engage a recruitment agency – particularly when recruiting a senior position.

• Engage a specialist industry company or consultant – this can lead to a targeted/head-hunting thanks to their specific industry knowledge and network.

• Consult specialist and or local colleges.

• Use your own network to find suitable candidates.

• And of course make use of the CMAE. • Whichever one you choose make sure your chosen option throws up a good choice of suitable candidates.

• Have a method of screening applications. If you sense you’re going to get a lot of applicants you could create your own application form. In this way the candidate fills out in advance some answers to the key criteria you are looking for.

This will save you going through their CV in great detail trying to find the salient information you’re looking for.

• Prepare for the interview and have pre-prepared questions. Remember the interview is for you to hear about the candidate’s experience and what they are going to do for you, rather than you telling them about yourself and your facility.

• At the end of the interview, always ask them if they have any questions; this is a good indicator of how well they’ve prepared for the interview and how genuinely interested they are in working for you. You can often measure the intent of the candidate by the types of questions they ask.

Avoid recruiting ones who ask about how much time off they get!

Once you’ve made your decision, always seek references on your preferred candidate and follow up on their qualifications. Some interviewees are excellent at blagging it – both with their CV and at interviews.

Employee induction The employee induction is a great tool to really inform your new recruit about the business and what is expected of them. The more detail you can put in the better.

It should be at a minimum one day and should include the following: • Vision, Mission, values of your organisation.

• A history of your organisation.

• An organisation structure (who’s who).

• The purpose of the business.

• The purpose of the various positions within the organisation.

• Employee code of conduct or rules and regulations of the work place.

• A comprehensive tour of the facility.

• Some rudimentary training – H&S, Customer care, service standards and sales.

• FAQ – “what do I do if .......”

• Quiz.

28 CLUBHOUSE EUROPE

Standard operating procedures For staff to operate in an appropriate and consistent manner you need to have a core of standard operating procedures. The more the better, but at least start with the basic ones that your feel are important. Present them in a way that is simple to follow and which can be signed off as understood by your new recruit. This means that you always have a follow up with them if things don’t go to plan! Start with a few and then add more as time permits, soon you will have an operating manual for your business.

Code of conduct By having a code of conduct in place, nothing is left to chance. Things which might seem obvious to you may not be to a new recruit which is why you need to S P E L L it out! This code of conduct needs to be included in your induction, but should also be refreshed in team meetings/internal training and also posted on employee notice boards. It should also be updated regularly with examples of contraventions – again a tool for clarification.

Processes Make sure you have simple processes in place for the everyday things that can crop up. Some of these things will form standard operating procedures where as others such as holiday forms, sick leave forms, expenses claims and so on, all need a process. If you don’t have a process then staff will have to make them up for themselves and assume they are doing the right thing. Leave nothing to chance.

Appraisals Appraisals are key to ongoing good employee performance and communication. Have the following in place: • A three-month review for all new recruits. This is the time when you can let them go without any recourse if they are not to your satisfaction.

• Mid-season review – this could be a simple (but formal) discussion to chart progress on the year’s objectives.

• Annual appraisal – this needs to be prepared for by both parties and gives you a great opportunity to review the previous year and set targets for the year ahead.

Employee feedback system If you are to be viewed as a progressive employer and an employer of choice it’s a good idea to seek feedback from your staff. You’ll be surprised with the ideas and insights they’ll come forward with.

The interview can be created online (Survey Monkey) and can be filled out anonymously. Focus on questions about how they feel they could improve as an employee and you as an employer.

The answers should have the fields of strongly agree, agree, neither, disagree, strongly disagree for example: Question – I feel I am fairly paid for the work I do.

Question – I feel management keep me informed of what is going on at the club.

Question – I am provided with the adequate tools /

equipment to do my job effectively.

And so on.

Each question should also have a comment box to allow the employee to elaborate further.

Training and development budget This is usually the first budget line to be cut; and that’s if you’re lucky enough to have an organisation who has a training and development budget in the first place! Do recommend to your Board or committee that they set a policy of a set percentage of either turnover or payroll should be allocated to training and development. (A good argument for your case could be that in some countries the government actually collects a percentage of your payroll to go into a government training fund; it’s a tried and tested means.) If for example your business turns over £500,000 1 per cent of this gives £5K to work with. Once secured, develop a plan to use this fund to further enhance your organisation.

Also check out from your local government what grants are available.

Other ideas to make your money go further or to ensure that it is well invested: • You could ask staff to contribute 50 per cent of the training costs. It shows how committed they are and the investment not only benefits the club but it makes them more desirable employees.

• Have a “brain drain” policy in place where if an employee who has benefitted from training and development leaves within one year of the training taking place, they reimburse to the club a percentage of the training costs.

• Work with suppliers to see if they can support some training through sponsorship / scholarships or actually deliver some training for you.

Once you get your training and development fund up and running I am sure you will develop many good ideas and initiatives to develop your staff into better employees who in turn will help grow your business. The old adage “take care of your people and your people will take care of your business” never rings truer.

MWR MWR – Moral, Welfare and Recreation – is a term I picked up from the United States Military who have a whole department dedicated to MWR for their troops. It is a great concept and one that all businesses should advocate. MWR can come in many formats and again will need some budget, however most employees are happy to contribute to positive activity. Some ideas for MWR can be: • Staff golf day or staff golf outing (you can reciprocate with another club).

• Staff golf lessons.

• Discounted gym / sports club membership (you can reciprocate with a local gym/sport club); this also ensures your staff are taking care of themselves.

• Staff BBQ – invite suppliers to contribute.

For more information contact Michael Braidwood at Michael.Braidwood@cmaeurope.eu

ADVERTISEMENT PROMOTION

Providing efficient and effective services to clubs The commercial need The Green Grass Golf Group needed to standardise their business practices across all of their sites and this included the IT infrastructure. This was to ensure that the current sites were secure and efficient but also to allow fast growth with a cost effective and secure footprint that they could roll out to new sites when they came on board. They needed reliability and full visibility of the IT environment, with security being top priority for both internal business use and members access. A key point that was highlighted was that the email had to be accessible 24/7 and from any location across the world and that all data should be securely managed and backed up with a fully managed disaster recovery strategy in place.

The technical challenges The current platforms were unreliable and regularly the network performance was slow. This was impacted by poor internet access that was restricting their day-to-day running of the club and the options that were open to them for cloud and disaster recovery solutions. As the sites had been acquired from different companies, the hardware and software that they had inherited was in various states of working order and there was no easy way to secure the network and increase performance. The amount of disturbance to the business was to be kept to a minimum as they were working to a number of critical deadlines.

How did Reliable Networks help?

Reliable Networks conducted a full system audit over all sites and gave the business a full report of the hardware and software that they had and also an overview of the internet requirement and what was available. A strategy was put in place to enable a PC refresh over the next three years which highlighted priority machines to replace and also allowed clear visibility that made budgeting easier and leasing options were reviewed. The machines that needed to be, were replaced straight away by Reliable Networks whilst current hardware that could be, was utilised as much as possible so that there was no duplication in the work that was required across the whole network.

It was agreed that a leased line would be installed at one of the sites and that this would be configured to allow secure internet access to three separate networks on the site. This was going to allow a secure and fast internet service to allow a cloud email solution, online backups and secure remote access.

An IT Support package was agreed that would give all of the clubs a fully monitored 24/7 IT support function with unlimited access to the London based helpdesk. Remote Management and Monitoring software was installed on all devices across the sites and within two hours fully managed Antivirus and Antimalware were on all workstations and servers

The Client – Green Grass Golf Club Green Grass Golf Group is a UK-based group.

The group have acquired a number of golf and country clubs throughout England over the past few years and they have high expectation of adding more to their portfolio over the next few years.

They have a vision within the industry to provide the highest quality and great members experience and to do this they have committed to ensuring that the IT systems that they use are giving their staff and members the performance and security that they require. and all machines were updated to the latest patches and service packs.

An optimisation process was run to get the machines performing to their optimum potential and this was set to be done on a weekly basis. This was all done without any down time or interruption to the staff or members. Reliable Networks then migrated all email accounts to Office 365 to give the cloud email and file sharing solution, installed the new Microsoft Office Suite and then did the swap over out of hours so that there was no impact to the business. Password policies were put in place and documentation distributed to keep everyone updated on the new systems and the progress that was being made.

An analysis was done on the current data file structure and the data was centralised and shared securely. A fully managed and monitored online backup solution was configured and scheduled to run at un-intrusive times throughout the day and night. The data recovery procedure is tested regularly to prove that the data is available and in a good state to allow recovery at any time should it be required. The server was configured with an imaging solution that would enable it to be recovered within minutes without any installation or configuration required should there be a disaster.

“

From the initial conversation, throughout installation and implementation, to expansion and the on-going support, Reliable Networks have offered an incredibly professional and efficient service.

Green Grass Golf have acquired three large golf and country club venues within the space of two years, all of which had very different levels of IT infrastructure. Without an in-house IT specialist, this made the company’s vision, desire and necessity of having a safe, secure and fast centralised IT system, a very difficult task. Reliable Networks quickly and methodically brought our IT infrastructure up to a level that not only ensured a secure network environment at each site, for both our staff and members, but also ensured that a plan was put in place to easily allow for future expansion and connectivity of numerous sites.

Group Director of Golf, Green Grass Golf Ltd. < CLUBHOUSE EUROPE 29

MEMBERSHIP MANAGEMENT

Too much is never enough If you’re a Club Manager, Director of Golf, Head Professional or Secretary, then you’ll no doubt have had those moments when you wonder if you can ever please your members. Well, it’s a tough job. But where there’s a will there’s a way, says Michael Braidwood. Here he offers up his Top 10 tips for a happy membership.

M

embers are your key stake holders (without them you wouldn’t have a job) and they’re all entitled to an opinion. And boy what a varied opinion you often get!

I do believe it’s impossible to have a 100 per cent satisfied membership (unless, of course, you have very few members!), so I look at the 80:20 principle. If you’re maintaining 80 per cent+ satisfaction, then you’re doing a great job. There is also the 2 per cent factor! These in general are the 2 per cent of people who, no matter what you do, will never be satisfied. One of my best memories of the 2 per cent was a comment from one of my members in Bahrain “Braidwood, this free beer isn’t cold enough!”. Yep. Honestly, someone actually said that to me and they weren’t joking!

So here are my top 10 quick tips to keep your members happy and therefore keep them off your back, allowing you to do what you do best... run their golf club.

1. Be there. You have to be present and you have to vary your times of being present. Possibly the most common complaint about you is that you’re never there! Now you’re likely there 60+ hours a week, but when your golf club is open for, say, 126 hours a week it’s impossible to cover all the hours; so you need to vary when you’re there. Show your face at all the club functions, at every ladies’ morning and turn up to (or even play in) members’ competitions. Move your day off around and turn up at weekends, public holidays, etc.

You don’t need to pull a full shift, just show your face, say hi to people and all of a sudden your members will be saying that you’re always around!

2. Know all of your members by name and learn something about each and every one of them. One of the primary reasons people join golf clubs is for recognition. Therefore, as a sen-

30 CLUBHOUSE EUROPE

ior member of the management team, they expect you to recognise them. People love to be recognised and greeted by their name (especially when they’re with a guest), as it makes them feel important – and so they should feel that way! Nowadays it’s easier to learn your members’ names and something about them. Most likely you’ll have some form of golf management software to run your membership system and tee times; 90 per cent of these have the ability to have members’ photos on them and also some form of Customer Relationship Management system (CRM) where you can log information about them. If you don’t have a CRM system, then you can simply have a printed out guide with names and photos; flick through it as often as you can and you’ll soon remember their names. In one club I put members’ names and pictures on a rolling Power Point in the staff room, so whenever anyone was on a break they were still learning and remembering names of the members.

As for remembering something about them, this just comes about from making conversation where do they work, what are their hobbies, who’s their favourite golfer and so on. People love it when you bring up what you remember from a previous conversation. All of this will become even easier if you follow tip number 3.

3. Personally induct every single member.

Okay this might be time consuming, but it could be the most valuable one hour you spend with any member. A personal induction is a great opportunity to tell the new member all about the club, the club values and why you do things certain ways.

You can find out more about the new member and even up-sell where appropriate. Introduce them to the Pro and tell them how great the lessons are; introduce them to the Club Steward and run through the great range of F&B. They may be high up in a corporation, so you can show them

round your meeting space, talk about corporate golf days and so on. Best of all you can find out when they like to play and then make an effort to fix them up with like-minded people (they’ll love you for that). This one hour is an ideal time to bond - they may become friends for life and you certainly get them “on side” instantly.

4. Excite them! When joining a club, members expect to be entertained, so what better way to entertain them by organising trips, outings and social gatherings? Ideally you’ll accompany members on these trips where club camaraderie really builds (but remember “what happens on tour stays on tour!”). An action-packed social calendar could include easy-to-organise events such as curry clubs (at the club or a local restaurant), wine/whisky/beer tasting, quiz nights, golf outings to other clubs, a trip to a Tour event and so on. Members will always pay their own way and if you’re clever you might even make some extra revenue for the club.

5. Communicate regularly and honestly. The key to a successful golf club is strong communication. There are so many mediums of communication these days so use them all – notice board, eblasts, signage in the golf shop, bar, Facebook, Twitter, LinkedIn and your own web site. Also remember face to face is best, so get all of your staff well briefed and trained up on communicating with the members. Consider a “message of the week”, where every member of staff tells or recommends to every member something that is going on at the club; the message will soon spread. Now onto the part about being honest. If there’s a problem, it’s best to get it out there in an honest and open fashion. “Yes we do have a disease issue on the 6th green, it was caused by XYZ and we are doing ABC to fix it.” The sooner you come out with a message the better, because if

“”

rumours around the club. So it’s your job to keep these “enemies” close - manage them, keep communicating with them, better inform them, educate them (take them for a course tour one morning with the green keeper to better inform them of what is actually going on out on the course) and eventually you’ll get them on side. However, sometimes there’s no pleasing some folk, so from time to time you’ll find someone that you cannot please, so what do you do? You move onto point 8...

Braidwood, this free beer isn’t cold enough!

8. Fire the bad member! They’re now taking up way too much of your valuable time, they’re ruining the club atmosphere, they’re de-motivating your staff and they’re dragging other members down with them (and some members may have already left the club because of them). A written letter is sufficient, where you state that you have exhausted all of your resources and still cannot find a way of meeting that member’s high expectations. It’s time to say goodbye as your club is simply not for them and you’re now removing them from the pain and anguish!

9. Take your members’ pictures and get their names in print. Keep a camera or smart phone handy and take pictures of tournament days, social outings, etc and get the pictures up there on social media and your website. This also drives traffic to your Facebook account or website, so members are seeing your offers more often. Take pictures of visitors on the first tee and give them a link to download them from your website. Hold a press day and invite the local and regional press for a golf day, where you can strike up key relationships. Follow this up with well written press releases and quality photos; they have many pages to fill and will welcome your contribution.

you don’t then the members will make stuff up!

A classic story I heard recently was from one very proactive club. During the winter months they were utilising greens staff to thin out trees and bushes around the course. On one particular hole the green was having problems due to being in the shade for too long and also during frosty mornings the sun could not get to it to thaw it out, therefore keeping the course closed for longer.

The committee decided to remove some trees from behind that green to allow more air to circulate and to allow the low winter sun to reach it, this in turn would improve the quality of the putting surface and get the course open earlier on frost days. A very sensible move I am sure you would agree. However, they never fully informed the membership as to why and because this was not communicated to the membership, the

rumour was that the club was in financial difficulty and were systematically removing trees to sell the wood to make some extra cash!

6. Spread yourself around. Don’t get into a habit of playing golf and socialising with the same members all the time. There will always be clubs within clubs (or cliques) but it’s vitally important that you spend time with all of them. Spread yourself around and spend quality time with everyone.

7. “Keep your friends close and your enemies even closer”. This might slightly contradict tip 6 above, but invariably there are trouble makers at every club, people who think their opinion is the most important (the 2 per cent I mentioned earlier). These people can systematically undo all your hard work just by spreading bad news and

10. Survey your members. What do they like?

What more could you be doing? Keep the survey to a reasonable length – they’re busy people – and use, for example, Survey Monkey. (Indeed just undertaking the survey sends out a positive message and encourages member satisfaction.) The results will reveal some common trend which you can act upon. Follow up with a letter providing details of the results – “a majority of the membership would like to have a Sunday brunch”, “a majority of the members would like more Texas scrambles” and so on. Then carry out some of the preferences, putting the onus back on the members to support what that they asked for, and showing that you listen to your members and act accordingly.

Finally, remember the words of the great Pet Shop Boys song You Need Love, “too much of everything is never enough!” This is true; the more you give the more they will want. It’s in the words of great service guru Ron Kauffman that there is an “escalator of expectation” out there!

Make sure you don’t play all of your trump cards at once, spread them out and make sure you have plenty in reserve.

Remember... it’s all about them!

CLUBHOUSE EUROPE 31

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ASK THE EXPERTS – NEGOTIATION

Negotiation: how to get what you bargained for From discussing terms of an employee’s contract to securing the best deals from suppliers, the ability to seal the deal and – ideally – keep everyone happy is essential. Enter the art of negotiation.

M

anagers and stewards with good negotiating skills are more likely to get good results and have employees who understand what’s expected of them.

Negotiation means developing an ability to resolve disputes and conflicts. It also requires a willingness to work with other people to reach solutions that everyone can live with.

In situations where a whole team/committee is negotiating, each individual should have their own role. Knowing who’s doing what and when, is fundamental to the overall negotiation process.

Here are 10 steps to becoming a skilled negotiator: 1. START WITH THE END IN MIND Realise what you want the outcome to be and know how far you can - and are willing to – go.

2. SHOW RESPECT Listen and learn about the other person’s point of view. Think about whether you can both attain the outcomes you desire and be prepared to meet in the middle.

3. SELF-BELIEF If you believe you can achieve what you want, you are more likely to be successful. Presenting in a relaxed, confident way will help you to reach your goal. Speak clearly and concisely. Avoid appearing desperate, stressed, irritated or angry at all costs.

4. DEVELOP RAPPORT People like people who are like themselves. Take some time to warm up your negotiating partner and find areas of common ground. Remember your goal is to create and preserve a relationship.

5. USE INFLUENCING SKILLS Learn as much as you can about your negotiating partner so that you will be better equipped to influence him. Listen to the language he uses and then use it too. Find out what is important to him – does he focus on what he wants or what he doesn’t want? Does he seek approval from someone else?

“”

If you have agreed to do something, make sure you have a plan for carrying it out and make sure it happens.

6. USE SALES SKILLS Ask questions and present the benefits of your argument. Find out whether he/she agrees and then handle any objections. Remember to think about the benefits for both parties.

7. BE FLEXIBLE Explore all possible solutions and outcomes. Be prepared to adapt if it means you both achieve your desired outcomes. Collaboration doesn’t mean giving up or giving in.

8. BE FOCUSED, FIRM AND DETERMINED Restate your case with confidence.

9. CLOSING SKILLS At the end of the meeting, be clear about what you have asked and what you have agreed upon.

Confirm in writing afterwards if appropriate.

10. DO IT If you have agreed to do something, make sure you have a plan for carrying it out and make sure it happens. Being reliable and trustworthy will make things easier when you next come to negotiate with the person.

NEGOTIATION IS MOST SUCCESSFUL WHEN BOTH PARTIES: • Recognise the value of a relationship and want to continue it • Participate actively in the process • Show consideration and acceptance of each other’s perspectives, values, beliefs and goals • Separate personality from the issue involved • Work together to develop a solution everyone can accept

< CLUBHOUSE EUROPE 33

YOUR HOSTS

Caroline Scoular

Sean Ferris

Justin Oâ&#x20AC;&#x2122;Regan

Leigh-Ann Ogilvie

Jonathan Hardy

Nick Sellens

Karen Foreman

David Foster

For more information get in touch using the following details...

STOP PRESS: EXCLUSIVE CLUB EVENT When? 26 November, 2015 Where? Palace Hotel, Manchester Join us at these exclusive events on one day and under one roof.

HAIL THE ALE BEER FESTIVAL 2-5pm – FREE TO CLUBS •Expert advice on the value of cask ale at the club bar •Sampling – new brews and old favourites •CAMRA – the UK’s top consumer advocates of Real Ale •Cask Marque – accreditation and training

TRADE EVENT 2-5pm – FREE TO CLUBS Join our informal ‘Ask the Experts’ get-together to meet up with club-supporting suppliers.

(Space in the venue is limited so please book early to avoid disappointment) Aon, Avensure, Booker PLC, British Institute of Inn-keeping (BII), BT Sport, CAMRA, Carlsberg UK, Cask Marque, Club & Institute Union (CIU), Club Insure, Dransfields, Marston’s Beer Company, Poppleston Allen (UK), Villeroy & Boch

MEET THE TEAM Share your news and views with the teams.

ACP titles at the event include: Clubhouse Europe, Club Mirror (host), Club Journal, Club Rugby, Club Report, Sports4Bars.com

CLUB AWARDS & GALA DINNER 6.30pm-LATE – BY TICKET ONLY The annual Club Awards & Gala Dinner is a ticket-only Black Tie event which applauds clubs across the UK. Celebrate with fellow club managers and enjoy the four-course Gala Dinner, hosted by sports presenter John Inverdale.

Tickets: £58.80 per person (inc. VAT) Tables: £451.20 (inc VAT; table of 10)

JOIN US! To book for any of these events, please contact: info@alchemycontractpublishing.co.uk OR caroline@alchemymedia.co.uk t. 01753 272022

....info@alchemycontractpublishing.co.uk

PROMOTIONAL FEATURE

Insuring forthe future “I have always disliked management speak. We forever hear companies talking about being proactive rather than reactive; in all walks of life there is room for action and reaction but there is never any room for complacency,” says Ian Smith, Director, Circle Affinity.

C

ircle Golf and our sister companies Ludus, Club and Chapter have always believed in three fundamentals – Honesty, Morality and Professionalism. It’s not always easy to do one, never mind all three! But it is absolutely essential that you can trust the advice being provided by your professional suppliers and it’s actually tremendously difficult to establish if you are in fact receiving good quality assistance - well that is until it becomes terribly apparent that you were on the receiving end of some very bad advice!

Recently Golf Club Management magazine published an article citing a possible EU ruling on the use of Golf Buggies and other small self propelled vehicles. The article spread like wild fire with managers of sporting clubs all over the UK hitting the panic button: “Does this mean I need to register and insure all my Buggies?”

We responded to this with a very simple comment on our twitter feed, which read, “Don’t worry about this possible ruling, we saw this coming years

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ago and you’re already covered”. Now that was a nice moment for us, especially as we have had to argue long and hard for the need for this cover. The truth is, you don’t wait for the ruling to happen before jumping to action; you anticipate rulings and anticipate cultural changes. That’s why we are now promoting Identity Fraud and Cyber Crime covers for all clients. There’s no point needing insurance after an event. You need assurance that your provider is covering your back before you learn that it was exposed.

Not only do you need to be sure that your professional advisor will supply you with the right advice, you need to be doubly sure that they won’t then apply onerous terms or conditions to the cover. We were surprised to discover that last year, one of the country’s most respected companies had a condition on their golf insurance contract which read “excludes any incident resulting from participation in golf”! Another chose to avoid exposure by stating that cover would be withdrawn if the poli-

cyholder was entitled to any form of indemnity under any other contract. These terms will not be obvious to the untrained eye and it is thus utterly essential that you can be sure your provider is actually looking after you, first and foremost. They must act with morality and foresight.

It is this foresight and morality which has always convinced us of the need to support the CMAE. We want future clients of ours to employ managers who know how to do the job before the job needs to be done, not realise the need for professionalism in the club after an amateur approach has failed so spectacularly.

CONTACT DETAILS Ian Smith is Director of Circle Affinity.

Circle Affinity insures more than 1200 Golf and Sports Clubs in the UK. Ian can be contacted on 0141 242 4863 or 07703786891 ian@circlegolf.co.uk

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Circle Golf, the UKâ&#x20AC;&#x2122;s premier Golf Club Insurance Facility, providing indemnity to over 700 Golf Clubs and Courses in the UK. Our market-leading contract Par Excellence insures many of the oldest and most prestigious golfing bodies in the world, offering unrivalled levels of cover and exclusive additional services.

Circle Ludus specialise in the insurance of sports clubs throughout the UK, formed on the same principles as Circle Golf, we bring expert advice and assistance to all types of sporting organisations. From ensuring the correct cover for your playable surfaces to providing the management with all necessary support and indemnity.

At Circle Club we understand the needs of Private Member Clubs, we recognise the management requirements and unique insurance needs, thatâ&#x20AC;&#x2122;s why we specialise in the insurance of such organisations.

Circle Affinity, Circle Golf, Circle Ludus and Circle Club are all trading styles of Circle Insurance Services PLC, a chartered insurance broker, authorised and regulated by the Financial Conduct Authority. Circle Affinity 71 Berkeley Street, Glasgow, G3 7DX Tel. 0141 242 4861 Proud Sponsors of the CMAE Educational Programme Throughout the United Kingdom

Aon Risk Solutions Enterprise | Affinity

Golf Club insurance As the UK’s largest insurance broker,* Aon arranges comprehensive insurance cover tailored to meet the specific requirements of golf clubs.

With our specialist knowledge of the golf club insurance sector we will assess the particular risk profile of your business and ensure that Ïyou have the right insurance solution for your club.

Talk to Aon If you manage a golf course in the UK just call 0333 122 1182† today and we will arrange a no obligation face to face meeting with a golf insurance specialist at a time that suits you. golf.aon.co.uk

*Ranked by brokerage, Insurance Times, August 2014. † Telephone calls are recorded and may be monitored.

Aon UK Limited Registered Office: The Aon Centre, The Leadenhall Building, 122 Leadenhall Street, London EC3V 4AN | Registered No. 210725 VAT Registration No. 480 8401 48 | Aon UK Limited is authorised and regulated by the Financial Conduct Authority | FP.PAR.843.LM

ssk entertainment • disco • quiz nights • master of ceremonies • weddings • birthday parties • award evenings • club events SSK Entertainment is based in Caterham, Surrey. We can provide all the ingredients you’ll need for your party, wedding, quiz night or any event at budgets to suit everyone. We operate anywhere in the Surrey, Sussex and Kent area.

TO CHAT ABOUT YOUR EVENT, REQUIREMENTS, BUDGET ETC PLEASE CALL DAVID FOSTER ON 07710 855295 or visit www.sskdisco.co.uk

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SPORTSWEAR FOR GUARANTEED SATISFACTION

Squadkit is dedicated to providing top quality sportswear for the next generation of athletes.

We use the latest breathable and sublimated styles to provide high performance garments uniquely designed to help your school stand—out and your teams perform.

However our focus on satisfaction doesn’t stop with the garments. We’ve partnered with Schoolblazer – the leading uniform supplier to independent schools to ensure that

our garments are delivered to your parents every time.

With intelligent sizing, high levels of availability and free name-taping, we take the hassle out of sportswear buying.

Q Breathable fabrics Q High performance garments Q Bespoke designs Q Team and staff-wear

Squadkit - Performance delivered.

Squadkit from Schoolblazer, UK leader in stylish schoolwear and sportswear Call 01832 280011 info@schoolblazer.com www.schoolblazer.com

ASK THE EXPERTS – SOCIAL MEDIA ADVERTISING

Do Facebook ads

really work?

In the ever-changing world of social media, should clubs be paying to promote club activities? The folk at Larrytech take us on a Facebook journey.

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ith the Facebook algorithm changes that have taken place over the last couple of years only a fraction of your fans see your Facebook posts, which means fewer clicks, comments and shares. Whereas Facebook once encouraged businesses to acquire as many followers as possible, it now seems to be steering businesses towards taking out advertisements.

Facebook’s reasoning is that there is more content competing to appear in newsfeeds, and that they want people’s newsfeeds to only contain posts that are of relevance and interest to them. The aim is to give users high quality original content and less spam. But do ads on social media really work?

The aim of any kind of marketing is to stay in the minds of your audience, and obviously advertising puts you in people’s minds, if they see it, and more so if they relate to it. The Nielsen Trust’s study in advertising last year listed the percentage of global online consumers indicating that they completely or somewhat trust various forms, and showed that 84 per cent of people trust recommendations from people they know, 64 per cent trust consumer opinions posted online but only 48 per cent trust ads on social networks.

Although the ads clearly come way behind personal recommendations and online consumer opinions, 48 per cent is still quite high and advertising has its place and can be used to fill a gap, and can be bought and controlled. Additionally, the targeted demographics Facebook ad options you have make them very attractive with you being able to pinpoint your perfect member demographic with every ad you post.

Clearly, however, it is important to also generate organic engagement on Facebook to stay on top of your audience’s minds and to show them the connection between your friends and your club because people trust friends’ opinions.

According to Media Bistro’s research Social Impact on Purchase Decisions – 2014, 38 per cent

of Facebook users report having purchased a product after liking or sharing it on the network. This figure is 29 per cent for Pinterest and 22 per cent on Twitter. Just under 80 per cent of respondents said that companies’ social posts do impact their purchase decisions and 41 per cent said they just came across the item they purchased and hadn’t previously thought of buying it. It is these two latter categories that support the contention that social media advertising works.

Social media advertisements need to be combined with the right kind of social media engagement; there is no point in posting photos of cute kittens which get dozens of likes, if your aim is to encourage members to come to a darts fundraising event! Create content with the intention of generating engagement around your club which your audience will see as positive connections between them and the club (therefore making them more likely to visit you).

The key is connecting the club to the member/potential member to fuel social spread through organic word of mouth. For this you will need unique, relevant, quality content that will result in them taking the desired action.

In conclusion, now is a really good time to be investing in Facebook ads – they’re relatively costeffective and you can reach a very targeted audience extremely quickly.

CONTACT DETAILS If your website is looking a bit tired and outdated and you’re after a brand spanking new site or, if you want to add more features or just want to discuss how your current site could be updated, please get in touch with Larrytech by email to sales@larrytech.com or call the team on 01892 888011.

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YOU AND YOUR BRAND

How to build your

personal brand As we move into an age where your profile is not only built through personal relationships but also digital networks, it’s crucial that your personal brand communicates exactly who you are and what you offer, warns Adam Keable, Brand Manager at recruitment specialists Colt Mackenzie McNair.

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ailure to communicate who you are and what you offer means that you’re risking the chances of landing that dream job. So here are some tips to help ensure you’re creating the right personal brand.

1. Look at your online persona It is now common place for most of us to have a number of social media accounts which often form the first impression. It’s also increasingly common for a potential employer to research a candidate online before the first interview. They will be looking to see if your CV is consistent with what they find on Linkedin, Twitter and Facebook. Therefore it’s absolutely crucial that it matches up with your CV. I recommend that you avoid controversial content and create a similar social media presence across all of your accounts.

It is also good to Google yourself and see what shows up as this can also throw up some interesting content!

2. Create a specialism In an industry such as golf it is vital that you start to focus on a niche within your field. This can be related to either a skill such as operations or a business environment such as a proprietary golf resort. By being knowledgeable in a key area it will help you make a name for yourself as a specialist.

3. Increase visibility Once you’ve understood what you want to be known for, the next step is to get out there. This can sometimes be easier said than done as many fall into the trap of self-promotion, which actually has the opposite effect. Instead you should try to offer insightful content in your area of specialism that provides constructive opinion. By doing this you will become recognised by your peers rather than just yourself which is the key. Also select the appropriate channels in which to communicate any content because it’s likely that your audience demographics will vary across the platforms you use.

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4. Observe Just like the brands that you aspire to buy, there will be people that you look up to and admire in the industry. Observe the qualities that they portray and review whether they are reflected in your brand. However, along with good qualities, it is also important that you look at the poor qualities people display as these are as important and something you should be aware of.

5. Be yourself All in all people are looking for consistency in you as an individual, so it is important that you do not pretend to be something you are not. How you are in real life should be directly related to how you are online so don’t put pressure on yourself by having to act in any way; it should be very natural.

Finally, as you develop your professional career

you will increasingly focus in on what works for you and also what doesn’t. Personal branding is not an exact science but by taking the step to review your personal brand, you’re halfway there.

CONTACT DETAILS For more information contact Adam Keable, Brand Manager at Colt Mackenzie McNair t. +44 (0) 1344 292299 m: +44 (0) 7584095473 e. akeable@coltmm.com www.coltmm.com Colt Mackenzie McNair delivers recruitment solutions to the golf club industry and provides consultancy advice and recruitment solutions for a wide range of clubs across the UK.

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The next level of Club Management is in your hands

The CMAE Management Development Programme is a series of courses and learning opportunities designed not only for those working as club general managers, club secretaries and in other senior positions at sports, city and corporate clubs today, but also for those who aspire to these roles in the future.

The CMAE has developed a structured and comprehensive education programme for club managers GSZIVMRK ½ve extensive classroom-based courses. Can you afford not to take it to the next level?

Visit the CMAE website for details of the dates and venues of upcoming MDP courses.

www.cmaeurope.org/mdp