Club House Europe June 17

CLUBHOUSE EUROPE

HQ Building the Business – Page 18

CMAE Sports Day – join the fun CMAE European Conference – register now!

Club Awards 2017– calling all clubs HQ Building the Business – improving the bottom line

ISSUE 11

©2017 The Toro Company. All rights reserved.

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WELCOME

Welcome Welcome to the Summer edition of Clubhouse Europe.

CMAE has achieved a number of milestones recently and none more important than welcoming our 1,000th delegate to the Management Development Programme at Dubai Creek GC where we held both MDP 1 and 2 last month. To celebrate this milestone we held a draw amongst the 44 delegates to win £500 towards a future MDP course. Presented by Kevin Fish CCM, it was won by Alistair Brown, Senior Teaching Professional at Emirates Golf Club.

Another milestone was the Dubai MDP 1 programme receiving our highest ever delegate satisfaction rating - 96.37%! A phenomenal achievement and testimony to the quality of our presenters and facilitators. The MDP 1 Dubai group were made up of club managers and industry professionals from five different countries who are all moving towards the top of club management. It was great to meet them all and encourage them to work their way through the pathway and to spread the word to their colleagues back at their clubs.

During my visit I took time to visit Emirates Golf Club, Dubai Creek Golf and Yacht Club, Jumeirah Golf Estate and Trump International Dubai. All the facilities are world class and what struck me was how welcoming the club staff were at each club and how they all cope with keeping the facilities looking so good despite the very hot weather and humidity. (And big thanks to Chris May CCM for blazing the trail in Dubai for CMAE.) Our final milestone was the 20% growth we have experienced in the last term of our MDPs – executive club education has really taken off and our members and their respective clubs are reaping the rewards.

But it should not stop at just MDPs; our regions and Alliance partners are delivering a wide range of one day seminars and a number of clubs (my own, Roehampton Club, included) are continuing to invest in Continuous Professional Development for our colleagues. Developing staff is so important to aid retention, improve morale and make it easier to deliver top quality service. If budgets are tight why not partner up with a couple of neighbouring clubs and get some excellent presenters along to your clubs for some bespoke education and development sessions?

This month we launch our Annual Members Survey (you'll find it on our web site – www.cmaeurope.org). I urge you to complete this as the data we receive is vital to our ongoing improvement and growth of the Association. It was your feedback back in 2015 that helped shape our five year strategic plan and I put our year-on-year growth down to the Board committing to act on that feedback. Having a focused plan and reviewing it regularly keeps you on target to achieve your business goals. We have to practise what we preach.

In this edition we are fortunate enough to have expert advice from our two Premier Corporate Partners, Toro and Circle Insurance. Andy Brown (Toro) and Ian Smith (Circle) have vast understanding of their respective subject matters and are an excellent resource for CMAE managers when it comes to making important decisions on fleet management, irrigation systems and insurance. We are grateful for their impartial and forthright advice. All of our Corporate Partners should be part of your network and are more than willing to help you make the right decisions for your club. Which brings me onto the HQ Building the Business facility we now offer. Any clubs who would like to save money while increasing efficiencies should get in touch (see pages 18 and 19).

Finally it’s great to see the 3rd Annual Joe Perdue Bursary, launched at the beginning of June. The bursary was set up to help club managers who might not have the support of their club or the personal means to go on MDP programmes or to the Club Management World Conference in the USA. We are still accepting applications until the end of July. In August the European Club Education Foundation (ECEF) Board will announce the 2017 Joe Perdue Bursary winners.

Wishing you all a sunny and busy summer and I hope you can take part in the CMAE Sports Day on 22nd August raising monies for ECEF. You must try out Roehampton Club’s grass tennis courts – followed by strawberries and cream of course!

Marc Newey CCM CCE President, Club Managers Association of Europe

Contributors

Mike Andy Braidwood CCM Brown

Sean Ferris

David Foster

Jonathan Hardy

Rob Hill

Marc Newey CCM CCE

Leigh Ann Ogilvie

Caroline Scoular

Bill Sanderson

Nick Sellens

Jill Slingsby

CMAE Board of Directors Jennifer Allmark, Daniel Asis CCM, David Balden CCM, James Burns CCM, Pierre Chevallier, Alberto Iglesias, Marc Newey CCM CCE, Michael Newland, Ascanio Pacelli, David Roy CCM, Javier Reviriego, Cindy Schoenrich, Mary Lou Watkins

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.eu Publishing Director Sean Ferris sean@alchemymedia.co.uk;

Clubhouse Europe is published by Alchemy Contract Publishing Ltd. 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.

CLUBHOUSE EUROPE 3

Contents 10

21

6 News round-up News, views and events – fundraising event announced, Call for Entries, MDP successes and supplier news.

9 MDPs – why they work Bill Sanderson explains why investing in the Bank of Knowledge makes sense.

10 Building your networks Welcome to POD, developed to help Club Managers build leadership skills and performance levels.

12 Club Awards – last call for entries Have you entered the Club Awards yet? If not, here’s why you should.

12

17 View from the other side of the pond Former CMAE President Arnaldo Cocuzza CCM shares his thoughts on moving from Europe to the United States.

35 CMAE European Conference Put the date in your diary and book your place now.

36 Change management Craig Higgs explores the need for change and how to implement it.

18 HQ Building the Business 38 Alliance partnership news

Want to cut club spend while increasing efficiencies? Well now you can. Introducing HQ Building the Business.

21 Touched by Fire Gregg Patterson is on a mission to show the glorious golfing game in a completely new light.

36

The Scottish Golf & Club Managers Association (SGCMA) has been busy running regional workshops, in partnership with Scottish Golf ’s marketing team.

39 Using your data Transform your club data to insights for success.

24 Spotlight on Toro 42 Tribal Tuesday

Toro’s Andy Brown shares his thoughts on fleet management and making the best of your grounds.

Michael Braidwood CCM explains how Menu Engineering can help you increase your F&B bottom line.

26 Calling all clubs Entries are open for the 2017 Hospitality Social Media Awards (HoSMA).

28 Personnel matters

33 Top tips for App Design

Bright Wealth’s Ian Crombleholme explores some of the issues that all UK employers will need to address.

Why golf apps are becoming one of the hottest properties this year and how to make them work for your club.

31 Web design insights

34 Club insurance

Examining classic errors and advice on how to avoid them.

Insure for all you’re worth – and beware of the small print, warns Circle Golf ’s Ian Smith.

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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.eu t. +44 (0) 247 669 2359

News from the frontline Register for the CMAE European Conference

CMAE Sports Day – 22 August 2017

The Club Managers Association of Europe’s (CMAE’s) 9th European Conference on Club Management takes place on Sunday 26 November to Tuesday 28 November at the H10 Andalucia Hotel in Marbella, Spain.

Reduced prices for travel to the Conference are available from Your Travel (www.yourtravelgroup.co.uk/cmae) • For more details and to register turn to page 35.

CMAE, in conjunction with the European Club Education Foundation (ECEF) will be holding their first Sports day, hosted by multi-sports club venue Roehampton Club in South West London on Tuesday, 22 August.

CMAE managers, their staff and members are welcome to enter this fun day of raquet sports activities and croquet, all supervised by the Roehampton Club Pros.

The aim is to raise funds for the ECEF while having fun. Launched in 2014 as the fundraising partner of CMAE, the ECEF’s mission is to raise funds to support the professional development of current and future club managers plus senior staff through the MDP Education Pathway, training seminars and

Tolchards receives accolade Today’s Group members celebrated the AB InBev WEP Awards which were held at The Belfry Hotel & Resort, Sutton Coldfield, on Thursday 4 May, 2017.

The annual awards ceremony recognises on-trade wholesale achievers. Drinks supplier Tolchards picked up the award for being recognised within the category of ‘Highest Score in Global Brand Family Volume Growth.’

“This marks a great achievement for us at Tolchards, as we continue to build the business through everyone’s hard work and passion. It is fantastic to be recognised by AB InBev for the growth that we have achieved.

We are looking forward to continuing with this in the future,” said Director Sean Mardell.

Home of Ryder Cup now home for ESP Leisure Verulam Golf Club, St Albans, has installed ESP Elite to help improve membership management, the food & beverage operation and functions.

General Manager, Paul Keen has used the system to speed up the renewals process and to understand what, where and how much his members are spending, allowing him to provide them with the appropriate goods and services. Members can now book golf, enter a competition, manage handicaps, buy a ticket to an event, check their levy statement and top up their levy card, all online.

The food and beverage operation has been brought back in house with revenue tracking, while member functions and events are now flying with Elite managing every aspect .

•t. Hayley Bennion on 0208 251 5100; •e. info@e-s-p.com; www.e-s-p.com.

education research initiatives.

The cost per participant is £60, with £10

of the entry fee going to the ECEF.

Club Awards 2017: new venue and race day announced Doncaster Racecourse is the new venue for the 2017 Club Awards.

“The Club Awards are in their 26th year and are now so popular that we’ve outgrown our traditional Manchester venue which could only hold 600,” said the Awards’ Karen Foreman.

“Doncaster Racecourse is the perfect venue.

And we’re able to hold a raceday on December 1st, with complimentary tickets for all finalists and guests.”

Doncaster’s location was also a factor in the decision, boasting excellent rail and road links. Plenty of local accommodation and free onsite parking were also taken into consideration.

•For more details on the venue or to enter the Awards (deadline 31 July) turn to page 12.

CCM CELEBRATIONS Real Club Valderrama’s Silvia Serrano and Fernando Padron celebrate gaining their CCM. “Thank you CMAE for all your hard work and for delivering not only the highest level of education in our complex industry, but also building a great community of professionals that are linked and working together on a daily basis, breaking distance and cultural differences,” said Silvia.

CLUBHOUSE EUROPE 5

News from the frontline Calling all clubs There’s still time for CMAE members and clubs to enter the 2017 Hospitality Social Media Awards (HoSMA).

The Awards recognise that social media is a dynamic and highly cost effective weapon in the club armoury.

To encourage and applaud this, now is the time for clubs of all sizes to enter. Whether you’re Facebook-friendly or an appaficionado, these awards are waiting for your entry.

• Turn to page 26 or use this QR code.

Yassen Yankov (left) and Adam Walsh (right) receive their diploma certificates from CMAE President Marc Newey CCM CCE.

The 2017 Joe Perdue Bursary – last call for applicants This year the Joe Perdue Bursary will provide three awards to three worthy candidates.

The 1st Bursary will cover travel, accommodation and subsistence expenses (up to £1,800) for attendance at the CMAA World Conference in San Francisco, USA (2 - 6 March, 2018).

All members already on CMAE’s Management Development Programme (MDP) can apply.

In addition, two Bursaries will be awarded to cover the costs (up to £1600) of attending a CMAE MDP course in the 2017/18 Academic Year. These awards are open to all members of CMAE, its Affiliated Organisations and Alliance Partners, who want to experience the MDP pathway.

San Francisco, home of the 2018 CMAA World Conference.

If you believe you could be a worthy recipient of the Bursaries available this year, then please apply, by visiting https://www.cmaeurope.org/education/joeperdue-bursary.

Alternatively use this QR Code.

The closing date for applications is 1 August, 2017.

All applications will be reviewed by the Board of the European Club Education Foundation (ECEF), and the winner will be announced by 31 August this year.

Alistair Brown receives a certificate recognising him as the 1,000th MDP delegate, a big milestone for the CMAE. Congratulations and a presentation came from Kevin Fish CCM (left) and President Marc Newey CCM CCE.

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CMDip successes announced

A further 21 Club Industry Professionals have gained their CMAE Club Management Diploma (CMDip) certification.

The successful recipients were Adam Walsh from Farleigh Golf Club, Jason Budd from England Golf, Graham Stewart from Golf Club La Largue, Neal Grist from Marriott Hotels, Niall Carroll from St Annes Old Links, Richard Brown from England Golf, Russell Stebbings from Frilford Heath Golf Club, Sharon Smurfit from the K Club, Steven Peet from England Golf, Stuart Finlay from Golf Union Wales, Fabrizio Bertoli from Golf Club Ligano, Lisa Farrington from the Richmond Golf Club, Yassen Yankov from the In and Out Club, Ray Stopforth from Muscat Hills Golf and Country Club, Carlos Ladios from La Sella Golf, Andrew Laird from Al Badia Golf Club, Brian Cosgrove from Killeen Golf Club, Marco Aquilino from Royal Park I Roveri, Dean Nelson from Hong Kong Golf Club, Sam Townend from Rye Golf Club, and Thomas Lloyd.

Michael Braidwood CCM, CMAE’s Director

of Education said: “It always gives me pleasure to hand out the Diploma certificates to industry peers. I have seen them work incredibly hard during their time at MDP and then apply that knowledge in their clubs. These people are changing the perception of club management in our industry, and given the number of clubs now appointing trained and qualified managers, others are taking note.”

Launched in 2011 the highly regarded MDP Pathway has already been promoted and delivered in Scotland, England, Ireland, France, Spain, Italy and Dubai. Each course delivers top class education to club managers and club industry professionals on the 10 core competencies of modern club management. One hundred and sixty five delegates on the MDP pathway have now gained their Club Management Diploma.

• For dates of all of CMAE’s upcoming MDP visit https://www.cmaeurope.org/newsevents/mdp-dates

From left to right: CMAE’s Michael Braidwood CCM presents Niall Carroll, Sharon Smurfit and Brian Cosgrove with their diploma certificates.

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At Circle Club we understand the needs of Private Member Clubs, we recognise the management requirements and unique insurance needs, that’s why we specialise in the insurance of such organisations.

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MANAGEMENT DEVELOPMENT PROGRAMMES

Investing in the Bank (of Knowledge) In business terms the Bank of Knowledge is the investment that generates never ending returns, something that all businesses dream of. In personal terms it is one of the few decisions we make that is certain to have a positive and powerful impact on the rest of our lives, says Bill Sanderson.

M

y own first step on the journey in to management was when I applied for a junior management post. I was ambitious, enthusiastic and eager for promotion. I was determined and very competitive. The other two candidates were also ambitious, competitive and equally eager for promotion, and had greater experience than I did. Despite this and the fact that I was the newest member of the team, I still applied for the job. All three of us had similar track records and were delivering similar levels of performance.

Some time after my promotion, I overheard my MD talking to my Director about why they chose me for the job.

“There was just something about Bill’s manner wasn’t there?” said my MD. “It’s hard to put my finger on it but he came across with that extra something that made him stand out. He made a stronger impression by the way he behaved and his positive approach. It felt as if he was running the interview, not reacting to us and our agenda. He was different.”

The difference my MD was speaking about was not luck, or a natural talent as an interviewee. The difference was a conscious decision. Three months earlier I had attended a course on Presentation Skills.

When the time came I was not reactive. I did not go for an interview. I saw this as a presentation.

After the traditional question and answers from the panel. I took control, set my own agenda and confidently delivered the points I wanted to make. I planned, prepared and delivered a presentation to a special audience with a specific purpose.

I did everything I had been taught on the course.

I invested in developing a skill and learning new knowledge. The return on that investment was my first promotion and it has been yielding returns ever since.

This is the power of the MDP. It will deliver returns, via all the topics available, throughout your career in more ways that you could ever anticipate.

A decision to take part in MDP will change your life. For example, I was delighted to hear that 80% of the delegates who attended the Presentation Skills Programmes, run as an option via the MDP, have

“Training is the cornerstone of any successful career.

Without the correct, targeted guidance and training an individual can never achieve the potential that is within. Through the CMAE I have attended MDPs and many of the regular day and half day sessions and without doubt they have helped me to achieve the position that I have today.”

Edward Plunket, Secretary, City of London Club.

(Ed has recently been appointed into this position.)

been promoted in the past 12 months.

This is proof that a calculated investment in a proven resource will deliver, and keep on delivering, to the way you want your life and career, to be.

Doris Lessing, the Nobel Prize winning author said: “Information must be relentlessly sought to build knowledge. But there is no point at all in building knowledge unless it has a positive and meaningful impact on your behaviour.”

In business, behaviour is measured via performance. In life, behaviour is measured by who you choose to be.

The MDP is a resource that will deliver the knowl-

edge you need to be able to choose the behaviour you want to fulfil your ambitions. A resource that is proven (ask any of over 1000 delegates) to generate returns, in many different ways, for as long as you wish to use them.

Invest in the Bank (of knowledge) because it keeps on giving. Make the decision and reap the reward.

FURTHER INFORMATION For details of the 2017/18 MDP from CMAE contact Debbie Goddard at CMAE. debbie.goddard@cmaeurope.eu

CLUBHOUSE EUROPE 9

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CMAE COMMUNITIES

Building your networks Developed to help Club Managers build leadership skills and performance levels, POD delivers expert insights that will help you to play an even stronger role in your club’s future.

oining the London and Home counties (LHC) POD will connect you with up to 10 CMAE Club Managers for challenging discussions, fresh perspectives on the key factors in your role, and strategies which create closer alignment with your colleagues, committee and members.

J

fellow Club Managers who have met and overcome the same challenges. They will share their experience and provide their own take on your situation as well as providing information and an overview on how to move beyond day-to-day responsibilities and put your behaviour into the strategic context.

POD Benefits include: • Regular, peer group meetings led by an independent Chair.

• Small-group workshops led by expert speakers.

• Connectivity resources, including networking and personal development experiences.

• A personal and powerful new network within the unique chemistry that is created within each POD.

Count on trusted, confidential advice Who do you turn to for objective advice with no hidden agenda? POD members and the Chair will give you solid feedback and will help you identify new opportunities. The POD provides that circle of trusted advisors whose only agenda is helping you succeed. As such the POD is a truly unique format that you are part of forming as well as participating in and benefiting from.

Review and reflect Diverse points of view and innovative approaches enable participants to take a more prominent leadership position and help drive results. You have a unique opportunity to redefine your role as a highly confident leader who is still developing their role and makes better decisions and achieves better results.

You’ll gain the insight and the self confidence that serve as the perfect foundation from which to put your ideas into action.

POD in action You can check out the reality of POD power in contributing to your personal and career development by chatting to one of the members of LHC’s first POD launched early this year. Give them a call. And while everything discussed within the POD is, without exception, totally confidential, they will be happy to share their experiences with you.

Learn from fellow Club Managers Get feedback on your toughest decisions from your

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FOR FURTHER INFORMATION Contact debbie.goddard@cmaeurope.eu

“The POD is a fascinating and engaging way to reflect on one’s own learning and development and learn from and influence that of our peers. It is fascinating stuff! Drawing from Gregg Patterson’s mantra ‘Doing Demands Debrief’ I block out an hour following each POD for reflection and follow-up, and have taken away many new ideas and developed several new positive routines as a result of the work we have done together. This is like a self-help group for Club Managers!”

Richard Pennell, Club Secretary, Woking Golf Club

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Unlocking Golf’s True Potential

Sustainability

Syngenta is a global agriculture company, employing more than 28,000 people in 90 countries.

Enhancing the environment, increasing biodiversity, and engaging with customers and stakeholders

As an industry leader, we care not only for the health, quality and consistency of your fairways and greens, we care about the health of the game itself and the industry’s For more than 30 years we have also been long-term business sustainability. a market leader in the global golf industry creating innovative turf management That’s why Syngenta is investing in solutions for golf courses in 43 countries. golf from the ground up with the aim of Unlocking Golf’s True Potential.

However, Syngenta is much more than turf Our objectives are focused on: management products and services.

Productivity Supporting our customers and stakeholders with new knowledge, skills and tools to create strong, dynamic, customer-centric golf businesses

Playability Working with golf course superintendents around the world to deliver the best playing conditions for their customers

Working together, we can Unlock Golf’s True Potential To find out more, join Syngenta Golf Ambassador Carin Koch for a special on-course video presentation at: www.unlockinggolfstruepotential.co.uk

Syngenta UK Ltd. Registered in England No. 849037.

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CLUB AWARDS 2017

Last call for entries Date:

30 November, 2017

Venue: Doncaster Racecourse Time:

6pm – drinks reception 7pm – Gala Dinner

Have you entered the Club Awards yet? If not, here’s why you should!

The Club Awards recognise the commitment of clubs, committees and individuals who work to ensure a healthy future for their clubs.

IT COULD BE YOU Do you think you could be a finalist? Do you have what it takes to beat the best and stand out from the rest?

WHY ENTER? Clubs use their success to: • Raise the club’s profile • Gain coverage in the local press and media • Encourage new members • Thank existing members for their support • Demonstrate that the club is spending members’ money wisely

HOW TO ENTER ON LINE: www.clubmirror.com/awards

BY POST: Club Awards, Club Mirror, Gainsborough House, 59-60 Thames Street, Windsor SL4 1TX

BY EMAIL: Email your details to info@clubmirror.com

BY PHONE: Call in your details to 01753 272022

BY FAX: Fax the entry form (opposite) to 01753 272021 OR USE THE QR CODE OPPOSITE

DEADLINE: AUGUST 14, 2017 – Tel: 01753 272022 12 CLUBHOUSE EUROPE

EXPRESS ENTRY FORM

IS THIS YOU?

THE CLUB AWARDS Are you proud of your teamwork?

THREE QUESTIONS AND YOU COULD BE ON YOUR WAY TO THE CLUB AWARDS 2017 1. Number of members: ___________________________________________

Are you proud of your bar team?

2. Year founded: _______________________________________________ 3. Club Turnover (if known / approximate) ___________________________________ (NB: This information is strictly confidential and for judging purposes only – not for publication.)

Just fill in your club details and we'll get in touch – simple as that Are you proud of your catering?

Your Name: ___________________________________________ Job title/role: __________________________________________ Club Name: ___________________________________________ Address: ____________________________________________

Are you proud of your club?

______________________________ Post code: _____________ CONTACT TELEPHONE NUMBERS: Daytime: ____________________________________________ Evening: ____________________________________________

Are you proud of your entertainment?

Mobile: _____________________________________________

STOP P DEAD RESS: LIN FOR ENTR E IES –

Email address: _________________________________________

Are you proud of your management?

Then you should enter the Awards

SEND IN YOUR ENTRY NOW. HERE’S HOW:

BY POST:

Club Awards, Club Mirror, Gainsborough House, 59-60 Thames Street, Windsor SL4 1TX

ONLINE:

www.clubmirror.com/Awards

BY EMAIL:

Email your details to info@clubmirror.com

BY PHONE:

Call in your details to 01753 272022

BY FAX:

Fax this page to 01753 272021

AUGU S 14 T

OR USE THIS QR CODE

Fax: 01753 272021; Email: info@clubmirror.com CLUBHOUSE EUROPE 13

CLUB AWARDS VENUE ANNOUNCED

New venue for the Club Awards 2017 The Club Awards take place this year on 30 November at a brand new venue, Doncaster Racecourse.

And there’s an added bonus – racing on the following day.

D

oncaster Racecourse is delighted to be hosting this year’s Club Awards. The new venue has been selected after months of scouring the country for the ideal location.

“Finding venues big enough to host all of our guests comfortably – we welcomed 600 last year – is challenging,” said Club Awards’ Karen Foreman.

“With the ability to host 1,500, that really won’t be a problem this year!”

• For more details on the event turn to page 16.

Doncaster is one of the oldest established centres for horse racing in Britain, with records of regular race meetings going back to the 16th century. In 1776 Colonel Anthony St. Leger founded a race in which five horses ran. Now, 241 years later, that race has become Doncaster’s prestigious four-day St. Leger Festival, the premier sporting occasion of the autumn calendar.

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AWARDS ENTRIES Deadline – 14 August, 2017

Turn to page 12 for details on how to enter.

How to get to Doncaster Racecourse By road Excellent links to the motorway network – M1(jnc 32), M18 (jncs 3/4), A1M (jnc 36) and the M62.

Free Club Awards parking • On November 30, all parking is free in car parks A and C. • On December 1 (race day) car park C is free; car park A costs £5 (can be bought on the day or booked in advance from the racecourse reception).

Drop-off and collection points Coaches and minibuses - car park C. Cars - car park A. (Drop-off and collection is prohibited on Leger Way.) By rail The Racecourse is two-and-a-half miles from Doncaster Train Station. There is step-free access, ramps from train, wheelchairs available.

Examples of rail travel times: Birmingham – 1h 47m (direct); Cardiff Central– 4h 11m (1 change); Leeds – 30m (direct); London (Kings Cross) – 1h 38m (direct); Manchester (direct) – 1h 15m National Rail enquiries: 08457 484950; www.nationalrail.co.uk Travel from the station to the course • Buses – frequent. Approx 18-20 mind to course.

• Taxis – station taxi rank. Doncaster Station Taxis will accept pre-bookings/late night bookings. Tel. 01302 368 636. Also many local firms.

By air Robin Hood Airport Doncaster Sheffield is less than seven miles from Doncaster Racecourse, within easy reach of Manchester, Leeds Bradford and East Midlands airports.

CLUBHOUSE EUROPE 15

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CLUB AWARDS 2017

JOIN US FOR THE CLUB EVENT OF THE YEAR The Club Awards, now in their 26th year, are well known for providing the perfect informative – and fun – way to network with suppliers and fellow clubs.

This year, as well as attending a sponsors’ drinks reception and three course Gala Dinner, you could be joining us for an informal and instructive boutique Beer Festival with club-supporting suppliers. Plus: complimentary tickets to Doncaster Races the following day!

Need more tickets? Or want to invite key members to cheer your club on?

Then complete the form below, or email us on info@clubmirror.com

TICKET BOOKING FORM 30 November, 2017, Doncaster Racecourse • Complimentary drinks reception

NAME: ________________________________________________________

• Three-course gala dinner

POSITION IN CLUB: ___________________________________________

• Entertainment with celebrity host

CLUB NAME AND ADDRESS: ____________________________________

• After dinner entertainment

______________________________________________________________

• Complimentary ticket to Doncaster Racecourse the following day for each guest

______________________________________________________________ CONTACT TELEPHONE NUMBER: _____________________________ EMAIL ADDRESS: _______________________________________________

n I would like _______ (STATE NUMBER) tickets @ £52 + VAT (Total inc VAT: £62.40).

n I would like ________ (STATE NUMBER) table/s for 10 @ £494 + VAT (Total inc VAT: £592.80).

SEND COMPLETED FORM TO CLUB MIRROR: BOOK ONLINE: www.awards.clubmirror.com or use this QR code

BY EMAIL: info@clubmirror.com

BY POST: Club Awards, Gainsborough House, 59-60 Thames Street, Windsor SL4 1TX

BY FAX: 01753 272021 OR CALL: 01753 272022

16 CLUBHOUSE EUROPE

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A CCM’S TALE

View from the other side of the pond Former CMAE President Arnaldo Cocuzza CCM shares his thoughts on moving from Europe to the Charlotte Country Club, one of the top 10 country club in the United States.

T

he club industry in the US is a mature one.

The Club Managers Association of America (CMAA) is 90 years young and its Certification programme for Club Managers (CCM) was launched back in 1965. It’s a sector with a $20 billion income, a payroll of $9.3 billion and 197,000 full time employees split across some 2,500 managed clubs. It’s big!

So it’s been an exciting experience joining the team at the Charlotte Country Club (CCC) – and moving from Europe to America is certainly quite a transition, both personally and professionally.

When I joined CCC as Director of Club Operations I knew it was critically important for me to understand the club culture, to learn the policies and procedures.

When working in Europe I always stressed the importance of Food & Beverage (F&B) operations – both as source of revenue and for member satisfaction and retention. So at the CCC, a club that is renowned for the quality of its food and service, I’ve been sure to fully immerse myself in the F&B operations.

Membership matters Due to the Bi-law limitation of 720 Resident Members, we are very fortunate to attract top quality candidates for membership. The Resident Member category allows the entire family to enjoy the club facilities, so the total number of members we currently have is 3,422 and our waiting list is close to 50 families.

Club culture The exceptional club culture is based on membership quality, respect for the rules and tradition, staff and management full engagement and outstanding quality of the facilities and service.

There is a reciprocal respect and care between staff and members – I’ve actually defined this mirroring attitude as a ‘competition in kindness’! It genuinely feels like living in an extended family where the Members truly care about the employees’ private lives.

Food & Beverage Operations Last year we served 11,180 lunches and 21,957 dinners, the dining experience being split between The Grill (47%), the seasonal outdoor Patio (28%) and

the family oriented Dogwood (25%).

Staff are immaculately trained and – whether lunch or dinner – will deliver food along with club news, all the culinary details and employing all the golden rules of service. Our signature service is the ‘Member Name Recognition’ (and whenever possible the guest’s name as well).

Last year F&B contributed $5.2 million to the club, with Banqueting and Club events generating almost half of it. The largest event we ran was the Club Ball with 678 attendees. The Holiday season is our busiest time; between Thanksgiving and New Year’s Eve we manage 180 events!

The culinary team at CCC is always striving for excellence. There is no compromise on quality, and specials are regularly introduced to complement traditional favourites. The pastry section adds the final world class touch to our dining experience. I cannot emphasize enough how impressed I am by what our culinary team delivers.

Team work Currently we have 220 employees - the most valuable asset of the club. We are blessed to have long serving staff members – some with more than 30 years of service – as well as extremely talented youngsters. And guess what they have in common? The commitment to deliver the best perfor-

mance for the club and for members. There is a true engagement with our mission: ‘Our mission is to provide a personal, unparalleled country club experience highlighted by superior facilities and highly skilled professionals performing with gracious hospitality.’

Education, education, education The CCC Board of Directors believes in the relevancy of education. We have a generous budget dedicated to conferences and learning opportunities. We are one of the few country clubs with nine CMAA members, all very active in the Carolinas Chapter and with participation in BMIs and World Conference.

We also have a very effective internship programme, designed to provide future industry stars with a 360 degree full experience in the club operation. A few of these talented students have been hired by the club and are now part of our management team.

If you were to ask me what my contribution to the Charlotte Country Club is, I’d probably have to ask my teammates and the members. But what I can say is that the European culture, professional background and my daily commitment is well perceived by members and staff. I am extremely proud to serve this world class club and to contribute to continuing to make CCC such a very special place.

CLUBHOUSE EUROPE 17

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HQ BUILDING THE BUSINESS

HQ BUILDING THE BUSINESS

Want to cut club spend while increasing efficiencies? Well now you can. Introducing HQ Building the Business. Completely free to CMAE clubs this new service involves no contracts and no costs, just better buying and better club business.

Welcome to HQ Building the Business F

rom utilities and energy savings to procurement and financial services, HQ Building the Business works with your club as a surrogate head office, helping you to boost club business. And by working with carefully selected club-supporting partners and suppliers, HQ Building the Business will save you valuable time and resources in the quest to save your club money, freeing up you and your committee to run an even more efficient club.

You’re just three steps away from saving money.

Step 1 Free no-obligation audit – just call us or email us.

Step 2 Following our audit and discussions, if we believe we can help your club we will source the best deals available.

Step 3 Your club starts saving money.

This is what we call a win win! So get in touch now and help us help you to make 2017 an even better year for your club and your members. You can call on 01753 272022, email enquiries@hqbusiness.com or use the form opposite.

Frequently Asked Questions

business, but if we can help we will.

Q. What do I get when I become a member?

A: You get a free and confidential audit of your club in those areas where you would like to find savings and efficiencies. This could be anything from utilities to phone bills and from food to club equipment.

Q. What are your club credentials?

A. We’ve been working in the club sector for over 30 years in various roles. The launch of HQ Building the Business is the culmination of many years working with clubs and suppliers, from brewers and telecoms suppliers, to energy and water companies.

Q. What are the costs?

A. There are no costs. HQ is free to join.

Q. If I become a member, what are my obligations?

A. There are no obligations for you or your club and no contracts. All we ask is that when we work with you, you are open about your current supplier situation.

Q. Does the club need to have a minimum turnover?

A. Our services are most suited to clubs with a minimum turnover of £100,000. This is because to secure the HQ Building the Business deals with suppliers we need to prove the value of a club to their

18 CLUBHOUSE EUROPE

Q. Do I need a face to face meeting?

A. Not necessarily. A lot of the ground work can be done over the phone/email.

Q. How do I become a member?

A. Just email enquiries@hqbusiness.com, call 01753 272022 or or turn the page to use the form.

MEMBERSHIP FORM Yes I am interested in joining the no-cost, no-contract, no obligation HQ Building the Business club.

Your name: _____________________________________

HQ BUILDING THE BUSINESS

Role in club: _____________________________________ Club name and address: _____________________________ _____________________________________________ _____________________________________________ Tel no: ________________________________________ Email: _________________________________________ Number of members: ______________________________ Turnover*:______________________________________

n All n Other (please list): _____________________________

Particular areas you are interested in?

_____________________________________________

*Turnover - this information is entirely confidential and is not shared with any other companies/agencies etc. It is HQ Building the Businessâ&#x20AC;&#x2122;s measure as to how we can help you save money.

CLUBHOUSE EUROPE 19

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THE MANAGEMENT JOURNEY

Touched by fire!

Gregg Patterson is on a mission to show the glorious golfing game in a completely new light. Here he shares the mission, the passion and the journey.

Buzzless I’m a Deficient. I’m a terrible golfer. I prefer nine holes to 18, lots of talk to lots of silence, lots of laughter to lots of groan, larger holes to smaller, three clubs to 14. A Deficient.

I enjoy spending two hours on the course laughing and joking and tossing balls out of bunkers then two hours in the clubhouse sipping pints and talking to My Buds about life and love and The Journey toward The Big Abyss. I never golf alone. I don’t spend hours perfecting my shots on the practice range. I never pay the big bucks to play the great courses.

But ‘Club’ – which is the beating, pulsing heart of The Country Club Experience – has been my business for decades, my drug of choice, my daily high, the love of my life. I’m addicted – deeply and hope-

lessly impassioned about The Relationships, The Community and The Stuff that makes ‘Club’ a joyous must-have life experience.

But in spite of my Big Love for Club, I’m A Deficient, one of those managers who’s ‘done good’ in The Bizz, could ‘talk the golf talk’ but lacked Big Buzz for the ‘I’m serious about my game, the score and where I play’ golf enthusiast’s golf experience. I can yak about irrigation, pin placement, mowers and sharpening machines. I can talk about the history of the club and make member feel good about playing the game. But… I’m a Deficient. I lacked Big Buzz. I wasn’t Touched by Fire. I had the Yak but none of the heat.

The Journey to Buzzdom I, The Deficient, at the tail end of my career, wanted

CLUBHOUSE EUROPE 21

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THE MANAGEMENT JOURNEY to be bathed in The Golf Adventure and to experience The Romance. I wanted to feel The Buzz, to embrace The Heat and be Touched by Fire.

Then lightning struck.

My good friend from Scotland, Kevin Fish, who is an experienced and accomplished golfer (he can shoot PAR on a North Berwick links course!), a Big Cheese Educator with the CMAE and Scottish Golf, wanted to give me ‘the eyes to see’ the game the way enthusiasts see it, to touch my psyche and light my fire. He knew I, like millions of other ‘no golf for me’ types inside and outside of club management, could ignite and burn for the game if the proper spark was provided to their psychic tinder.

And in his Basket of Answers, he had The Spark!

“Why don’t you attend our five day, CMAEsponsored Management Development Programme here in Scotland at St. Andrews,” he said, “and see if you get The Buzz for The Game after a week of deep immersion in the magic of golf?”

St. Andrews. The Home of Golf!

Scotland. The Home of Scotch!

Scotland. The Home of Haggis!

Scotland. The Home of ‘Let’s Have a Pint With The Lads’!

Why not?

So I signed up, albeit skeptically. Five days in Scotland. At the home of golf. Primed for serious ‘debriefings’ with The Lads at the local Fyfe and Whistle.

Touched by Fire Kev picked me up at the airport in Edinburgh and during our drive to St. Andrews he delivered a proper upbrief in preparation for The Experience.

History. Heroes. Hysteria.

We arrived at The Home of Golf. The town of St. Andrews was grey and stoney and ancient and reserved and everything you’d imagine a Scots town to be. A golf town and a university town. Historic.

Romantic. Old. We located ourselves at the classic two-hundredyear-old hotel on the 18th fairway with a view of the ocean and a vast sandy beach. After a warm-up networking opportunity with The Students in the hotel pub, I was primed and energized for a week of ‘going deep’ into the game of golf.

The attendees were an interesting collection from all over the world. Some were from up-theroad in Scotland, some from the States, some from Europe and some from the Middle-East. Some were short, some tall, some wide, some narrow. Some were golf skeptics like me, wanting to get The Buzz they didn’t have. Some were serious hard-core golf enthusiasts who were on a pilgrimage to The Home of Golf. But we were all connected, in search of The Fire.

The programme was designed for dumb-as-arock ‘Not Yet Touched by The Fire’ club managers like me. Workshops with reps from the Royal and Ancient (R&A) on the science of agronomy, the rating system for courses, the wildlife that flourishes on the course, on the evolution of The Rules, of tourneys and equipment testing. Behind the scenes visits to the training center, the R&A Clubhouse and to the Golf Museum. Long talks with a world class club

22 CLUBHOUSE EUROPE

“

We who want to deliver The Joy of The Game to the Masses need to focus less on par and more on The Romance of Course, The Poetry of Play and the Pyramid of Technology.

fitter at the Training Centre. Into the bunkers and watching the greenskeepers build bunkers like no bunkers I’d ever seen. Wandering the Old Course like a local with dogs and kids and lots of talk. Onto the vast sand beach where Chariots of Fire was filmed. Pubbing in town, yapping where Nicholas and Trevino and Palmer went pubbing. Lots of connecting and reflecting with people who’d made The Journey and wanted to experience the magical side of the golf adventure.

And everywhere in town, on the course, in the pubs and at the university, there seemed to be a subdued ‘We’re Scots’ buzz about the place and the game and the country.

I was shown The Golf Experience as I’d never seen it before.

By the end of the week I was a poet of putting and a hopeless romantic in love with the place, the game, the technology and the traditions of golf. I was finally Touched By FIRE! Smoldering On the plane back to the States, I began pondering why I’d been touched by The St. Andrews Experience. After three glasses of on-board vino, The Big Five sprang to mind.

First, it connected me, A Deficient, with the romance of the sport – The Old Course, The Traditions, The History, The Monuments to the game (and St. Andrews is a Monument to the game with a capital M).

Second, it gave me, A Deficient, insights into the technology of ‘doing golf’ – whether it be rules, agronomy, club design or mowing machines.

Third, it gave me, A Deficient, an opportunity to talk to, listen to and experience The Buzz from the deep specialists of golf.

Fourth, it gave me, A Deficient, lots of time for

”

beer and bull with other students of the industry who wanted to be Touched By Fire.

Fifth, and lastly, it gave me, A Deficient, a deeper understanding of The Business of Golf so I’d be in the conversation when pros or greenskeepers or industry consultants spoke about the machinery side of The Golf Experience.

The summing up then; the MDP at St. Andrews was an enlarging and enriching experience. Big stuff for an old geeker – A Deficient- like me.

Stoking the Fire I’m still a terrible golfer. I’m still a ‘two hours on the course and two hours in the bar’ type of player. Traditionalists and high octane ‘in my mind I should be a pro’ club champions still give me The Look, The Smile and The Chuckle when they stoop to speak to me, as if I was a lower form of animal life.

But I’ve discovered that there are LOTS of ‘we want to be touched by The FIRE’ would-be golf enthusiasts types like me out there in the marketplace, primed to make golf part of a richer, more rewarding life. We who want to deliver The Joy of The Game to the Masses need to focus less on par and more on The Romance of Course, The Poetry of Play and the Pyramid of Technology.

I’m on a Mission now to give the non-golfing world a new set of eyes, to show them The Game in a way that makes Par inconsequent and rules irrelevant, that conveys the soothing glories of grass, wind and fresh air, that encourages a closer look at the complexity of course design, grass types, drainage quirks and the glory of that one good shot in four hours of play.

So, the MDP touched me with The Fire and gave me The Buzz. It taught me to look deep, see the poetry, embrace the romance and to enjoy the journey!

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2017 CLUB AWARDS

OPEN FOR ENTRIES

Enter the 2017 Club Awards.

Email info@clubmirror.com with your club details or use the registration hotline below.

REGISTRATION HOTLINE 01753 272022

CLUB MIRROR 55

INDUSTRY INTERVIEW

Awordwith...

Andy Brown Andy Brown is Toro’s Senior Sales Manager – Commercial Equipment, Golf Irrigation and Corporate Accounts EMEA. Here he takes time out to chat with Clubhouse Europe about fleet management, buying practices and industry trends.

At what point does it make sense to give up the ghost on maintaining old equipment and invest in new?

Obviously clubs will make decisions based on their own individual circumstances. What we generally find is that golf clubs which are looking to maintain the standard of their course will probably be looking at changing their machinery once it costs them more to maintain it than it’s actually worth. It does depending on the piece of equipment and machines that are used more frequently – day-in, day-out – such as greens mowers will most likely be changed out at around the four-year mark on average.

That’s the point at which the maintenance bills match the value. Fairway mowers and other equipment that is used less frequently will probably be changed around the six-year mark although it does depend on the circumstances. Then you have specialist equipment which might be kept for longer.

There are no hard and fast rules on this but clubs will often analyse the cost of maintaining equipment against its value. If the products are owned by the club, that becomes an individual decision. If they’ve leased the product over a period of time, often that will be a five-year lease and the piece of equipment will be traded out at that point.

The critical thing is for clubs to take advice from experts in the field, whether that’s their local dealer, representatives of manufacturers, or discussions with other golf course superintendents and course managers who are a very tight-knit group. That’s one of the things that’s unique about this industry, the very open nature of discussions which take place between greenkeepers. People generally remain in this industry for many years and gain experience and have a lot of contacts so there’s a lot of information out there.

Every golf club is unique in the way they operate, the golf course itself and the way they maintain it.

Their business and accounting practices will be unique to themselves as well and so the decision to buy equipment and machines outright and use a CAPEX procedure or to consider leasing, is very much down to how they run their operation.

24 CLUBHOUSE EUROPE

Andy Brown

With new investment from manufacturers all the time, how can clubs be sure that they’re buying the best machine for the job?

There are several factors at play here. Obviously manufacturers are bringing out new models or variations on machinery and a golf course superintendent or manager will want to see a machine demonstrated on their own course over a few days or a week so that they can see it in operation.

It would be very unusual for someone to buy a machine without having tried it first. There’s a lot of advice out there from the main manufacturers as well as other golf industry consultants. But the majority of clubs deal directly with their dealer or distributor and they would have detailed demonstration and operation training at the same time so they can see how the machine operates on their own course.

What about the trade-in market?

If you look at the analogy with cars, if you were buying a new one you’d be looking to trade in your old one to offset the cost and it’s similar with machines.

Unless of course you’re buying a machine to add into your fleet. Trade-in values are important and when you are considering which machine to purchase the trade-in value of a machine after a certain time is important. Most of the manufacturers will offer a guaranteed trade-in value after three years, four years and five years – that’s obviously dependent on the hours of use and that it’s been maintained to the manufacturer’s standards.

The second-hand market is very important in the UK. We have a lot of golf courses that are not always looking to buy new equipment and often look for machinery which is coming out of another golf course but has good life left in it. The other option is that those machines will go out of golf and into another sport, often cricket. You’ll also see machines being taken on at amateur level and being kept going for a number of years. This is very common in cricket where you’ll see amateur clubs purchasing a second-hand ride-on greens mowers, surround mowers or hand mowers to maintain their facility.

If a club has bought a machine outright and an updated version of the machine comes out, it’s not sensible to swap it out, but if that machine is on a lease then it does become more of an option. There would possibly be an increase in the lease payment but often an existing machine can be swapped out for the updated version.

What we would try to do of course is to advise them about what new models were coming in at a particular point in time and if they wanted to hang on until that particular model became available, then they could do so. Also, machines can be rented for short periods in the interim until the new machine is available on the market.

Biggest issue clubs face when choosing new equipment?

The biggest issue is cost. Golf clubs are not necessarily earning the revenues they would like and maybe have done in the past and so, just like every other operation, greenkeepers are being asked to do more with less resources, whether that’s people or

Toro in action at Manchester United and the Roehampton club.

UP CLOSE AND PERSONAL Summary of your career pathway?

I’m Head of Sales for Europe, Middle East and Africa for all of Toro’s golf and sports businesses and municipalities. My role covers golf equipment and irrigation. I’m an Irrigation Engineer by profession and, after University, started my career in the agricultural development world, working in Egypt training irrigation technicians across the country so that they could start growing food in the desert. Then I ran my own landscape irrigation contracting and distribution business, before eventually joining Toro in 1999.

whether that’s machinery. So, over the last decade our focus has very much been on productivity while ensuring that the standard of quality of cut is maintained.

There’s no point in producing a team which cuts grass very quickly if the quality of the cut at the end of the process is not what you’re looking for. When we design a new machine, we start with ‘what is the quality of cut that is required’ and focus on that first and then we go back and build the machine that allows you to do that in the most productive time that you can. We spend a lot of time talking to golf course managers and operators about what their needs are. It’s important from both sides – they get an understanding of what we’re doing and also get to put their own fingerprints on some of the things that we’re going to do.

Common problems you witness at clubs of all types?

The most common problem for clubs is being asked to do more with less resources. If a golf club is not developing the revenues that they need to maintain the standards or to continue to invest, then over time that will build up to a point where they will be starting to lose members, green fees and corporate business because their standards are not being maintained to the same level as their competitor golf clubs. The challenge for the golf course manager is to make the case. For the general manager and other people in the club the challenge is to understand where the value is and where the priorities lie.

What do you see as the biggest revolution in equipment in recent years?

The big issues are fossil fuels, hybrid technology, the move to electric vehicles and machinery. That is happening now at a rapid pace with new models coming out every year trying to resolve the issue and we’re at the forefront of that. The issue of labour is a huge issue for golf clubs and there’s a move towards

robotics for autonomous mowing. These are areas that we’ve recognised over a number of years but it’s only now that the technology is starting to become available, efficient and cost-effective.

There are a number of robotic solutions which are out there, such as mowers which will mow within a particular area on the same principle as those vacuum cleaners which go around a room. Those aren’t practical for use on greens, for instance, but there are other versions which use GPS locator systems which can retrofit on a greens mower.

Irrigation technology is also rapidly advancing with the use of sensors to detect soil moisture and for weather conditions, as well as the use of computers and software to allow for highly detailed management of water becoming more and more common.

Of course, the role of the golf course manager/superintendent today is already incredibly complex because they’re dealing with many environmental and economic restrictions and increased competition. Many of them have £1 million-plus budgets and large teams to manage and need high levels of qualification to run their operations. The golf course manager is the most important person in any golf operation because if they get their job wrong it impacts everything else that the business is trying to achieve.

What about the issue of fleet management?

When we talk about fleet management it’s basically a strategic plan to manage the investment and maintain the product to the right standard to allow you to produce the golf course that you need within the restrictions you have. So, if you have a certain amount of staff and a certain amount of money you manage your fleet accordingly to match those parameters. You could be a championship course or a local pay-an-play but the key is to plan, to understand what you machines you’ve got, what it’s lifespan is, whether you’re buying or leasing. The key is to sit down and make a detailed plan for your particular golf course.

Best thing about your role?

I love the variety of the job, meeting people in different countries and cultures, all trying to do the best that they can in the world they’re involved in, whether that be golf, other sports or parks, etc.

Worst thing?

Spending too much time in front of spreadsheets and also keeping up with emails and admin, particularly when I’m travelling,which is often.

Important diary dates?

The Open Championship is always a big date in the diary as there will be a lot of industry people there to catch up with.

Going towards the end of the calendar year – October/November – when customers are thinking about what their needs are for the next year.

Sport and government?

I’d like the industry to have more communication with the government so that they understood the value that our world brings to the country.

How do you relax?

Golf, family trips abroad and gardening.

First record you ever bought?

It was the original Eagles album back in the mid-1970s.

Last live event you attended?

The Who at the Royal Albert Hall where my son was working with the sound crew.

Do you belong to any clubs?

Frilford Heath Golf Club.

CLUBHOUSE EUROPE 25

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HOSPITALITY SOCIAL MEDIA AWARDS

The Hospitality Social Media Awards Is your club using social media to engage with members? Then we want to hear from you. Read on...

ENTRIES AND ACTIONS 1. Call for entries – just email your club name and brief details of your website and/or facebook/twitter etc to – info@hsma.biz. We’ll do the rest. You can also enter online at www.hsma.biz or use the QR code on the opposite page.

Closing date – 31 July, 2017.

Supported by

CLUBHOUSE ISSUE 10

EUROPE

CLUB REPORT Sound business advice for club professionals

2017

AT THE HEART OF THE RUGBY COMMUNITY

ISSUE 7

26-28 November 2017, MARBELLA Benchmarking study. Calling all members – Page 32

CMAE European Conference – dates and venue announced Call for entries – enter the 2017 Club Awards Money spinners – 10 top revenue generators

The 2017 Six Nations Full TV schedule and ‘players to watch’

Positive perspectives for 2017 Club Mirror’s annual guide with expert advice for the year ahead

26 CLUBHOUSE EUROPE

Sporting fixtures – who’s showing what and when www.sports4bars.com

Could you be our Rugby Club of the Year 2017?

Expert tips on running a beer festival at your club Why social media is so crucial to your members

C

lubs and the hospitality sector are engaging with social media. In fact, 55% of respondents to a survey state that they are using social media to promote their business – which means, of course that 45% are not. More opportunities for those in the know!

Social media is a huge weapon in club armouries. It’s current, it’s immediate and it resonates with younger members as well as older ones. That’s why we launched the Hospitality Social Media Awards. From web sites to Facebook and everything in between, the Hospitality Social Media Awards (HoSMA) will be seeking out those of you who are busy using social media to engage with your members. Event updates, member alerts, social interaction – however you’re using social media and whatever the size of your club we want to hear from you.

If you can say yes to any of this list we want to hear from you. Are you...

1. Proud of your web site?

2. Engaging with customers?

3. Using on-line bookings?

4. Promoting the business?

5. Inspiring conversation?

6. Encouraging interaction?

NOMINATIONS AND ENTRIES Clubhouse Europe’s sister titles, Club Mirror, Club Rugby and Sports Club Management, will also be encouraging entries from their sectors, while Sports4Bars will be driving entries from the broader Hospitality sector.

Just email your club name and brief details of your website and/or facebook/twitter etc to – info@hsma.biz. We’ll do the rest! You can also enter online at www.hsma.biz or alternatively use this QR code where you’ll get an even greater flavour of the event. Good luck!

CLUBHOUSE EUROPE 27

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PERSONNEL CHALLENGES

Look after your staff to look after your members The personal savings and insurance gap in the UK has been well publicised. It’s now clear that successive governments want to transfer some responsibility for addressing this onto employers. Bright Wealth Management Director Ian Crombleholme explores some of the issues that all employers will need to address.

L

et’s face it, when it comes to managing a club there are always too many things to do on a daily basis and not enough hours in the day.

This means that club managers may have little time to think about their own financial objectives, or protecting their club from the many risks that may derail their progress. Taking a step back to look at the longterm situation is not always a priority. As a result, planning your own and your employees’ financial security can become daunting, neglected or completely overlooked. However, help is never too far away.

In addition to looking after personal finances there are many aspects of corporate financial planning for club managers to consider. Tax mitigation, managing the club’s cash balances and protecting against various risks are all good examples, but two areas in particular are of key significance.

Employee benefits Rather than being a ‘nice to have’, an effective employee benefit strategy should be viewed as a tool to help retain key personnel and recruit new talent.

There is a wide range of options under the heading of employee benefits. You should take time to discuss these with an expert. Find out which employee benefits are appropriate for your staff.

Flexible benefits – allows employees to create a benefits package that meets their own individual needs.

This enables you to respond flexibly to the requirements of potential recruits.

Salary sacrifice arrangements – this allows employees access to tax-efficient benefits and helps reduce employers’ National Insurance costs at the same time.

Private Medical Insurance – This can help protect your employees’ health and wellbeing thereby reducing their potential absence from work when, for example, waiting for medical treatment.

Group Life, Income Protection and Critical Illness – these are important benefits that not only form a key part of a comprehensive employee benefits package but could also enable you to manage your club more effectively by: • Providing the means to support your employees

28 CLUBHOUSE EUROPE

and their families financially during a particularly difficult time.

• Allowing you to recruit temporary employees.

• Providing access to a range of rehabilitation services, employee assistance programmes and absence management services that assist you to meet your statutory obligations and manage employee absence more effectively.

The Workplace Pension It’s likely you’ve seen or heard the adverts regarding the Workplace Pension, but despite all the coverage there continues to be questions and uncertainty.

In simple terms, if you employ at least one person you will need to comply with the automatic enrolment legislation. This means you have a legal obligation to offer a pension scheme. You will have to enrol certain employees into that pension scheme auto-

matically and also pay money into their pension pots.

You are also obliged to let your other employees know they can join too. It sounds straightforward but it can quickly become complicated.

The process begins once you have found or been sent your ‘staging date’ via the Pensions Regulator. At this point the clock is ticking. You will need to comply with the legislation by this date or you could receive a fine. Put into context, a small business with 20 employees that doesn’t comply on time would be fined £400, and for continued non-compliance could attract further fines of £500 a day. So to avoid incurring any penalties, planning is essential.

It is possible to set up a scheme yourself, but it’s not recommended unless you have experience in this field. The sheer number of hours that this kind of undertaking can leach from you and your team’s schedules can be quite staggering.

Five steps for automatic enrolment How to set up your Workplace Pension for automatic enrolment so you can get on with what’s important to you – running your club.

1. Find out your staging date The date you need to comply with your automatic enrolment duties is called your ‘staging date’. The Pensions Regulator will write to you telling you what your staging date is. Alternatively you can find this out yourself on their website – all you need is your company’s PAYE reference.

2. Check your payroll software is up to speed Most payroll software is compatible with automatic enrolment and will work out who you need to put into a pension scheme for you. In some cases, you may need to make some changes to your payroll software.

3. Select a pension provider This can be complex and time consuming. You can attempt to research the myriad of options yourself or alternatively appoint a Financial Adviser with automatic enrolment experience to research, recommend and set up the scheme on your behalf.

4. Communicate the changes to your employees You’ll need to tell your employees what’s happening. This includes those who don’t need to be put into the pension scheme automatically, as they’ll still have the option to join if they want to.

5. Complete your declaration of compliance with The Pensions Regulator The final step is to complete the declaration of compliance with The Pensions Regulator within five months of your staging date. You’ll find the pension scheme details you need to do this by logging into your Online Services account.

With government pushing companies to close the personal savings and insurance gap, now is the time to act.

Selecting a pension scheme, checking your payroll software, communicating to staff and finally submitting your declaration of compliance to the Pensions Regulator can all pose their own challenges and cause delays if not tackled correctly. Once you have set up the scheme for your employees there’s also the matter of ongoing maintenance to ensure the scheme remains compliant and that the underlying investments are performing to an acceptable standard.

The Workplace pension and automatic enrolment can be a challenge but with careful planning, time and the correct support it is something that all clubs should take in their stride.

Of course, many clubs will have already implemented pension/employee benefits schemes in the past. Regular reviews are recommended to ensure you are providing the best possible solutions to your employees and that the costs to the club remain competitive.

Finally, but most crucially, it is vital to ensure that your staff genuinely understand any employee benefits provision that you may operate. If employees don’t understand their employer’s provisions for pensions and insurances, it’s possible they could be wasting money on unnecessary private arrangements or be unaware of potential tax issues further down the line.

Ensuring that staff properly understand their employer’s pension/employee benefit provision will also make sure the employer gets value for money on their spend in this area. If your staff do not understand what is being provided they will not attach much value to it.

The value of the pension can go down as well as up.

The member may get back less than they invested.

The levels and bases of taxation, and reliefs from taxation, can change at any time and depend on individual circumstances.

Bright Wealth Management* Bright was established in 2003 and became a Partner Practice of St. James’s Place Wealth Management in 2013. As a multi-office practice, Bright Wealth Management service a client bank spread throughout the UK. “We have continued to grow by always putting people at the heart of everything we do. This is why we have confidence that our clients receive the best possible advice and support for their long-term financial futures,” says Ian. “As a proud new Corporate associate of CMAE, the Bright Wealth Management team and I extend our expertise to all members to help you achieve your financial goals.”

To discuss your financial situation, review your existing finances or to start planning the financial future of your club, feel free to contact Ian Crombleholme. t. 07796 442 669 e. i.crombleholme@brightwm.co.uk www.brightwm.co.uk

*Bright Wealth Management is a trading name of Bright FS Limited. The Partner Practice represents only St. James’s Place Wealth Management plc (which is authorised and regulated by the Financial Conduct Authority) for the purpose of advising solely on the Group’s wealth management products and services, more details of which are set out on the Group’s website www.sjp.co.uk/products. The ‘St. James’s Place Partnership’ and the titles ‘Partner’ and ‘Partner Practice’ are marketing terms used to describe St. James’s Place representatives.

CLUBHOUSE EUROPE 29

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It’s time to review your club’s finances Wealth Management

Financial Planning

Automatic Enrolment

Employee Benefits

Taking a step back to look at the long-term situation is not always a priority but careful planning is key to ensuring financial security over the longer term, and advice from a specialist can help you meet your aims.

Ian Crombleholme BA(Hons) DipPFS Director and Senior Adviser

Speak to us today about your club’s financial goals and let us help you reach them

07796 442 669 i.crombleholme@brightwm.co.uk

01925 839 180 | brightwm.co.uk Bright Wealth Management is a trading style of Bright FS Limited. Bright FS Limited is registered in England & Wales. Company No. 08191747.

Yarmouth House, Trident Business Park, Daten Avenue, Warrington WA3 6BX

WEB CONTENT

Website content blunders Clubhouse Europe’s expert advisors Larrytech examine some classic errors when it comes to creating engaging content on the club website and offer advice on how to avoid them.

C

ontent is having a tendency to become more problematic from a website perspective since Google introduced Panda into its core algorithm.* The impact this has had is essentially hitting websites with content penalties which has had a significant adverse affect on their rankings. For this reason, getting content right is imperative. Below are some of the regular problems we tend to find with clients and content implications.

Duplicated content Duplicated content is the main problem associated with content gaps on a website. Duplicating optimised content internally across multiple pages will cause a vast amount of issues, which will result in impeding page rankings. Externally duplicated content is content which has either been posted on multiple websites, or plagiarised from other websites. To date, search engines work on the basis of working out the originator of the content and then dismissing any duplicating content from being indexed.

Content gaps across different devices We tend to speak a lot about the importance of

mobile responsive websites from a rankings perspective. In terms of content, desktop websites will be assessed on the content which is displayed on their mobile site first. If you have mobile pages without content where it appears on the desktop, rankings will be significantly damaged.

Thin content Thin content equates to one of the worst SEO (Search Engine Optimisation) practices that a website can deliver. Without an adequate amount of valuable content on a page, Google will not be able to understand the topic of the page, and thus struggle to rank for anything accordingly. The way we depict this from an SEO standpoint is: “How can your website claim to be an authority on a certain topic if it doesn’t contain any information regarding the topic.”

Anything below the 300 words margin we would consider to be thin content. If you are struggling to monitor word count for pages then we would recommend using Screaming Frog. The Screaming Frog SEO Spider is a website crawler, that allows you to crawl websites’ URLs and fetch key onsite elements to analyse onsite SEO. It can be downloaded for free, or, for additional features a license

can be purchased. So, the moral of the article is that getting content right is imperative not only from an SEO point of view, but also for generating more members and more member visits via your website. *Google’s Panda Update is a search filter introduced in February 2011 meant to stop sites with poor quality content from working their way into Google’s top search results. Panda is updated from time-to-time, says Google, and when this happens, ‘sites previously hit may escape, if they’ve made the right changes’. Panda may also catch sites that escaped before.

CONTACT DETAILS For more information on backlinks and help on improving your backlink strategy, contact Larrytech. The team offers a bespoke SEO approach which can be tailored to improve your link building. e. sales@larrytech.com t. 01892 888011 www.larrytech.com

CLUBHOUSE EUROPE 31

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2017 HOSPITALITY SOCIAL MEDIA AWARDS

OPEN FOR ENTRIES

Enter the 2017 Awards

email info@hsma.biz

REGISTRATION HOTLINE 01753 272022

APPS FOR GOLF CLUBS

Seven top tips for App Design Featuring in the top 4 trends at the recent CMAA World Conference in Orlando, Golf apps are becoming one of the hottest properties in 2017. Jenni Biggs explains.

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pps are serious business tools capable of generating income, repeat business, golfer loyalty and converting causal interest into a fully engaged member. By following these seven top tips the smart, business savvy GMs will be on course to creating the app that is right for their business.

1. What do you want the app to do?

Apps can be used to both enhance user experience and to generate income which means the balance will be tipped upon how your golf business operates.

This determines the focus: increased experience versus increased income. Will you focus more on the member experience or a mix of great golfing with the ability to collect usable data and promote events, special offers, etc?

2. Select your app type Do you need a native, hybrid or web app? Native apps are specially coded to work on a phone’s operating system and because of this they are the most reliable, stable and flexible to work with. Your app will have its own set of coding for each platform, can access all features of the phone and work offline.

Web apps are simply an app that pulls data directly from your website and has a ‘wrapper’ put around it so it can be put on the respective stores. Functions are limited, but you can have add-ons like push notification modules. (These will not work off-line.)

Hybrid apps are essentially web apps with more functionality. However, because they have a one size fits all approach they tend to be basic. Again, like the web apps, modules can be written to perform certain tasks. These have the ability to hold already downloaded data, but most areas of a hybrid will not work without a signal. (Be careful as sometimes unscrupulous developers pass hybrids off as native apps.)

Consider both function and connectivity. Native apps are superior, but if your app only requires basic functionality and your end users have good connectivity, then a hybrid might fit the bill.

3. Image is everything Apps are a reflection of your business and it will only look as good as your graphics. You would never throw a brochure or website together using any old images and content; neither should you do so with an app.

4. Don’t forget your members!

Golden rule – always remember the end user. You might want to have an app that generates income for your club or retail business, but if there is no incentive for them to download it why would they? Ask yourself if you would personally download and consistently use the app and why?

5. Don’t popup everywhere There are a few different ways to advertise on your

app and a method that has got people turning off in their droves is popup adverting. It can be tempting to get your app made for free ( with the cost being covered by the app supplier’s own sponsors), but beware. Often the most common placement of these adverts is where the golfers will be using it most – the course guide and scorecard - which means that they are subjected to waiting for the popup to go at every hole.

6. Speak directly to your users – for their benefit (and yours!)

This is the smart way to market and advertise your club. Most members want to hear from you and communication options range from direct selling, push notifications, promotions, suggestive selling, events and fixture dates. Include some thought into app-only offers.

7. Into the future and beyond Consider future usage. Ensuring you have the correct type of app and one that can be added onto can save your club a lot of time and money in the long run.

Finally, remember that an app is a part of your overall image. Just like any marketing tool, it needs to look the part as well as service its purpose. Apps can look as amazing or a functional as you wish.

Make an app that you can be proud of for years to come.

CLUBHOUSE EUROPE 33

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A WORD WITH CIRCLE GOLF

Beware the small print Insure for all you’re worth – and beware of the small print and the disclaimers, warns Circle Golf’s Ian Smith.

I

nsurance is a funny game, calculating the book – to use betting parlance – is a tricky thing. In bookmaking it’s quite simple; you collect the bet money over the various runners and once the race is run you know how much you’ve made and how much you’ve lost. In insurance when the year’s policy has expired, you only know how much you’ve lost that year, because claims can occur years after the policy expires. This is called the tail, and many tails have destroyed many insurance schemes.

There’s only one thing more damaging than a poorly anticipated tail and that’s applying economies of scale to a poorly anticipated tail. For over 20 years the insurance market has been flip flopping between understanding this issue and preparing for it and then forgetting all about it and hoping to cash in on a quick buck.

Now I’m being a touch facetious here, but it’s important that you take a look at your current policy and look out for clauses on ‘more suitable insurances’ and read the ‘E & OE’ disclaimers.

“ ”

I would have no hesitation in recommending Circle Golf to any golf club for their insurance needs.

David Roy – Craig Golfing Society

34 CLUBHOUSE EUROPE

Check the limits of financial liability cover, check the clauses of the personal liability cover - maybe after you do that, you will start to understand why we shout from the rafters about transparency and adequacy. Also look out for phrases such as ‘please check this is suitable for your requirements, as errors cannot be rectified at a later date’.

If we – as professional brokers and underwriters – instruct you as to a level of cover that we believe you require and you follow our advice, there should be no opportunity anywhere for us to bow out of our responsibility. And with the best will in the world, how on earth can you as a Club Manager tell whether your policy is adequate?

Let’s take a closer look at your largest asset, your course. Here at Circle Golf our policy provides all risks cover up to single claimable limit of £500,000 for ALL PLAYABLE SURFACES of the golf course and all foundations that go into supporting and retaining said playable surfaces. So watch out for any definitions such as ‘closely mown areas in play’ or ‘greens, fairways and tees’. It’s pretty obvious that vast swathes of your golf course cannot be defined as being closely mown, or as greens, fairways or tees.

Staying on the subject of the course - if you happen to be in the possession of USGA greens, fairways or tees – I would recommend you take a very very close look at your policy cover – especially when around 90% of the costs of such a green lies under the surface. Take a look and see if your policy limits the claim amount per green or whether it only pays for the closely mown surface element.

And finally, beware of companies promoting like-for-like quotes. Advice and service are not comparable commodities. If I were to knowingly provide an insufficient level of D&O cover, or limit the course protection you enjoy – which I wouldn’t! – then one sure fire way to suggest you knew all of this is by placing a lovely big disclaimer on the insurance contract, essentially rendering all advice provided as irrelevant. So be very very careful when you read that contract!

“

Royal Wimbledon has been using Circle Golf for over 15 years and in that time we have always received exemplary service and back up. Nothing ever seems to be too much trouble and all enquiries and requests are dealt with quickly and efficiently. It is reassuring to know that if we have a problem or issue to deal with Circle Golf will be on hand to help us whether it be on the end of the phone or a visit to the club.

”

Robert Brewer – Royal Wimbledon Golf Club

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CMAE CONFERENCE

CMAE European Conference – book your place now The ninth CMAE European Conference on Club Management, brought back by popular demand, will be held at the H10 Andalucia Hotel in Marbella, Spain, from Sunday, 26 November to Tuesday, 28 November.

Will you join us?

T

he CMAE European Conference will have a full schedule of education sessions based around CMAE’s 10 core competencies of modern club management and features speakers on demand-led subject matters pertinent to active club managers.

CMAE delegates are offered the chance to visit Javier Reviriego’s iconic Valderrama and play the back nine.

Opening the Conference will be Spain’s Javier Reviriego, Director General of Real Club Valderrama, who will speak on how his team delivers club management excellence. Conference delegates will have the exclusive opportunity to visit his club for lunch and play nine holes on the famous Championship Course (Tuesday, 28 November).

The key note speaker for Monday’s Gala Dinner and other high-profile speakers will be confirmed shortly, all designed to cover various topics crucial to improving operational and governance skills for Managers of city clubs, golf and sports clubs across Europe.

CMAE’s President Marc Newey says: “Last year our Members asked us to revive the European Conference and there is nowhere better than Marbella to stage it.

We wanted to build upon the tremendous success of our Management Development Programmes – 52 delivered to date – and to create more networking and social opportunities for our Membership to enjoy. The Andalucia Hotel is an excellent venue and to be able to play the back nine of the iconic Ryder Cup course at Valderrama will be a great way to conclude the Conference.”

The 9th CMAE European Conference will be held at the H10 Andalucia Hotel, Marbella.

COSTS AND REGISTRATION

Delegate fees for the conference start at €595 for a two night package. Additional nights and supplements will apply.

To register your interest visit www.cmaeurope.org or use this QR code.

CLUBHOUSE EUROPE 35

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CHANGE MANAGEMENT

A genius way to manage change How many times have you attended a seminar, conference or educational summit, where the overarching message has been the need for change? Craig Higgs explores the need for change and how to implement it.

H

ow many times have you attended a seminar, conference or educational summit, where the overarching message has been the need for change? We probably all agree that change is needed but we all know how everybody hates change!

We get given the learnings, or sometimes we find the answers ourselves, however the challenge isn’t necessarily the identification of the need for change, but rather the challenge to take it back to the club environment and implement change with the team.

Is the plan compatible, will it return on investment and is it measurable?

Simply put, is it manageable? In order to affect lasting change, often where the change managers - the club professional or director of golf - were not involved in the ultimate decision, these change ‘victims’ need not only a pathway, plan or process, but also a proven induction training programme and an ongoing responsive support system.

Since first coming to the golf club market in 2012, Golf Genius has been providing golf professionals around the world with the industry’s best tournament management system. By improving efficiency and enhancing the golfer experience, Golf Genius helps golf professionals and association staff better manage a wide array of competitions that are ultimately more engaging.

Golf Genius makes golf – the primary product of any golf club – more fun and a better experience for its members and guests. Moreover, it makes it easier to do – an important factor for winning over the hearts and minds of your team. In the words of the USGA, Golf Genius “makes it easy to develop and produce engaging events.”

A comprehensive software package that delivers on the promise of less work for the golf staff, more fun for the golfers and more revenue for the golf clubs, Golf Genius combines time-honoured, traditional golf tournament features – such as personalised, branded scorecards - with exciting and unique innovations – such as live scoring. The best of both worlds!

At the start of this year, Golf Genius agreed a deal with the United States Golf Association (USGA) to become the governing body’s exclusive tournament management partner across the United States and Mexico. The collaboration means Golf Genius provides golf tournament management software to both State and Regional Golf Associations (SRGAs), as well as their member clubs that utilise the popular Golf Handicap and Information Network (GHIN) handicapping service.

While Golf Genius utilises advanced software engineering that leverages the clear advantages of cloud-based software delivery, underneath it all,

36 CLUBHOUSE EUROPE

they’re dedicated to a larger mission. Working currently with over 3,000 clubs worldwide helps Golf Genius understand the science and process of a golf event. The experience and input of the customer has produced a simple, ‘when, what, where and how’ process embedded into the software to allow any club to put on a great golf event.

The brand is committed to helping grow the number of rounds played by creating more playing opportunities and maximising fun for golfers. Whether it’s tournament golf, golf leagues, social golf events, or golf trips, Golf Genius seeks to assist golf club’s in expanding participation, and in turn, maximising revenue.

“Event preparation, including printed scorecards, format sheets and cart signs, is more efficient which

in turn has enhanced the productivity of our team. As a whole we’re delighted with the product and service,” commented Karl Whitehead, General Manager at the Els Club, Dubai.

Golf Genius is also passionate about one other thing in particular. The support it offers to its customers. Service is a big part - a very big part – of the product. Investment in support staff, both in numbers of support team members and their product expertise, is unmatched. In fact, more than 40% of Golf Genius staff are PGA qualified and know golf inside out. It’s this knowledge that helps the company provide support when it’s needed, where it‘s needed for customers organising golf events.

“The online support is second to none. We get instant support if we have any questions or queries with the system. Problems are fixed virtually immediately,” commented Jonathan Greenwood, General Manager at Close House.

Golf Genius knows that the tournament management process can be challenging to manage, that event complexity is not unusual, and that the need to have assistance even during tournament play is always a possibility. Customers deserve, and get, fast and knowledgeable product support from the Golf Genius support team.

“We have been delighted with the level of cus-

tomer service provided. Learning new systems can be a challenge, but the team at Golf Genius are always on hand to offer guidance and support throughout,” commented Paul Stuart, Director of Golf at The London Club.

Golf Genius uses a sophisticated intercom system to route customer questions to support representatives, who can perform “problem determination” and then work with the custom to resolve the issue as quickly as possible. The performance standard is monitored every week, from the number of enquiries to the response time. The average time to respond to a custom support question is less than 10 minutes.

Over time, support enquiries are reduced by recording the valuable feedback from you, the customer. We listen incredibly closely to the users of our product, and we regularly enhance Golf Genius with the goal of making our customers completely satisfied and more successful. Last year we made over 200 product enhancements based upon the input and requirement of our customers.

That’s unheard of in the golf industry, and it’s the reason why Golf Genius has a rolling 12 month development programme to ensure its product is not only the most advanced tournament management software solution but also the easiest to use.

Any CMAE member that would like a free Golf Genius demonstration to understand how the management of their golf tournaments can be improved and delivered to enhance their brand should contact Craig Higgs at craig@golfgenius.com.

CLUBHOUSE EUROPE 37

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ALLIANCE PARTNERS

SGCMA Spring Regional Seminars Following a successful series of education events in 2017, the Scottish Golf & Club Managers Association (SGCMA) has just completed a roadshow of five regional workshops in April and May in partnership with Scottish Golf’s marketing team.

W

ith demand high for more education in the field of marketing, the SGCMA workshops were offered to club managers and marketing convenors at Scotscraig, Bathgate, King’s Acre, Deeside and Haggs Castle, under the theme of ‘Marketing on a Budget’, with a pilot also staged at Crichton Golf Club in Dumfries for clubs in the south-west.

Moving away from theory-based presentations to real life practice, case studies, tools and ‘How To’ guides, the workshops were delivered by members of the governing body’s marketing department, one of whom is the marketing convenor at his own golf club, sharing his experiences in the role.

The ever-growing list of marketing activities and communication channels was presented to clubs to set the scene for what is now required for delivering good practice marketing and clubs were encouraged to consider the role of the marketing convenor and what their responsibilities now entail. Feedback from the workshops highlighted that this role is still not commonplace on committees and a template for recruiting the right person for the job is now being developed as a result of one of the interactive sessions at the workshops.

Practical advice was also shared on brand devel-

38 CLUBHOUSE EUROPE

opment and website building, before more in-depth discussion on the hot topic of social media, focusing on Facebook, Twitter and Instagram. The importance of good quality photography was highlighted, with a key take-away being investment in a professional photographer or finding someone within the club who take can on this responsibility.

The workshops have been well received by those who attended, with an overall delegate rating of 90%, a recommendation rating of 92% and the presenters receiving a rating of 93%.

Attending the workshop at Bathgate, Henry Robson from Royal Burgess, himself a former advertising agency director, said: “The workshop gave us a comprehensive review of current golf club marketing opportunities and advice for clubs to improve their revenue opportunities and communications. They were well presented and interactive with the chance to learn from best practice at kindred clubs.”

Ross Duncan, Scottish Golf’s Marketing and Commercial Director, added: “We were delighted with the feedback from the workshops and hopefully those who attended will be able to put a marketing plan into action at their club. Marketing is an increasingly vital component of a club’s business

operation and customers need to feel engaged more than ever before, whether through e-newsletters, a dynamic website or the club’s Facebook page.”

“There is some great marketing work being done by clubs and other sports organisations which others can learn from and also some fantastic tools at your disposal to utilise. I would strongly recommend that all clubs have a marketing convenor on their committee who can tap into some of the resources Scottish Golf provides.”

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THE POWER OF DATA

Transform your club data to insights for success As a club leader, you already possess a resource which can transform the performance of your business and contribute mightily to its long-term success – it’s your operational and financial data.

Rob Hill at Global Golf Advisors (GGA) puts this in context and presents the company’s leadership tool, Strategic Intelligence (SI).

I

ntel tells us that up to 2003, our world had generated some five exabytes of information.

Today, this much data is collected every two days.

However, we have been much better at collecting and storing data in ever more efficient and costeffective ways than we have been at analysing it.

That’s finally changing now, as tools capable of discovering the underlying patterns and meaning

which are lingering in the data migrate from the research lab to the workplace.

The potential benefits from these applications are extraordinary. Members may say one thing but put their money down on another. Algorithms can tease out these sorts of truths from data designed to measure something else.

The majority of clubs already have most of the raw data they need to undertake such a beneficial

analysis of performance. The key is to be found not in sourcing the data – readily accessible from widely-used club management systems – but in its analysis and application. Transforming the data to insights. Transforming knowledge to wisdom.

Successful club managers know the right questions to ask of their data to determine if they need different or more information to really impact the performance of their club. Knowing the questions

CLUBHOUSE EUROPE 39

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THE POWER OF DATA to ask is the sure path to finding the answers you need.

A dependable data management plan yields five demonstrable benefits: 1. Faster and better informed leadership decisionmaking.

2. Improve operating performance.

3. Efficient, cohesive and effective planning.

4. Deep understanding of your existing membership and/or customers.

5. Competitive advantage for your club.

So what do you need to consider?

• Don’t mistake the reports from your management system for insights. These systems can record and store a vast pool of information, but the crucial management challenge is filtering for data that really matters. Club leaders need to ask themselves if the data they are capturing and reporting yields genuine insights for the club’s leadership team—or if it simply adds to the workload with undigested information.

• Most clubs operate multiple systems. In 2016, a GGA survey of European Club Leaders revealed that clubs typically operate with at least three separate software solutions. Even if interfaces are functional, your goal must be to extract and collate only the valuable data from each system to develop a 360-degree view of business performance and potential.

• Focus future IT investment in acquiring the capability to analyse your existing data, rather than in purchasing new solutions which often offer more than is really needed.

• Identify the questions you must answer to drive your business forward. Clarifying the appropriate questions requires creativity, a deep understanding of the available data and a thorough knowledge of the business. Leaders need to place a premium on recognising opportunities in their data.

What might be possible if there were no constraints to getting key questions answered?

• Metrics designed to show how well clubs are using their data to meet club goals are an increasingly vital management tool.

GGA’s approach to mining insights from information Since our foundation in 1992, GGA has compiled and analysed a treasure house of information about the club industry’s complex and shifting operating environment. As we set about developing analytic tools to make sense of this information, the golf and club industry was undergoing major changes. Fewer people were playing golf, but more courses were being built, posing a host of unexpected challenges for private and commercial club managers.

Enhanced competition, both from private clubs and daily-fee courses, would test the skills of even the most gifted and dedicated club managers. Few clubs were immune to the new market threats.

In response to this new competitive reality, GGA

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“

Our comprehensive approach, utilising our proprietary analytic tools, enabled GGA to provide effective longterm strategic guidance to individual clubs. But we wanted to do more to help our clients – not simply to light the path ahead, but provide a sort of virtual GPS system to guide them through any obstacles they might encounter.

”

designed a set of analytical tools designed to help management teams and boards of private clubs respond to golf’s transformed market.

Our comprehensive approach, utilising our proprietary analytic tools, enabled GGA to provide effective long-term strategic guidance to individual clubs. But we wanted to do more to help our clients – not simply to light the path ahead, but provide a sort of virtual GPS system to guide them through any obstacles they might encounter.

Just as the healthcare industry uses computing power working on vast databases to identify the treatment protocols producing the best outcomes, GGA has examined the deeper financial truths embedded in the experience of thousands of clubs.

We have focused on identifying and measuring the vital signs crucial to the financial health of private clubs.

Through gathering and analysing data, creating benchmarks, and observing and recording the best practices of well-managed clubs, GGA has sought to understand and document what works for the most successful clubs.

This quest in turn prompted the creation of an entirely new approach to business insights and club governance. GGA has distilled its overall findings

into a club leadership tool we call Strategic Intelligence (SI).

SI collects your club’s existing data in relation to operations, finances, and membership. It then layers in a deeper market analysis of both a club’s internal and external environment. The results, delivered through a secure online portal, are detailed, accurate and actionable insights about your club’s overall performance.

SI identifies a club’s strengths and opportunities, providing a clear picture of the challenges to be addressed. It also provides the club’s leadership with a concise, reliable scorecard of its position and progress.

SI delivers its guidance in easily understood graphs and charts on a customised online portal, providing the information, analysis and guidance club leaders need to support planning, guide decision-making and measure success.

This tool was designed to support GGA’s clients in getting the most from the data they have, and report it in a way that transforms it into real, actionable business intelligence. There is extraordinary value in what you already have, it is simply a matter of knowing what questions to ask, and how to interpret the answers when they come.

Summary on how to get better insights from your data.

1. Audit your current management systems. Are you capturing and storing the types of information that will help you gain the insights you need?

2. Identify and prioritise the opportunities for improving data utilisation. How well do you use your data? Do you see opportunities for developing better analytics or asking better questions?

Will you need more or different data?

3. Benchmark insights and analysis. How do your insights compare with those of competitors and the practices of the top performers?

4. Identify the resources necessary to realise those opportunities. What new tools, people, systems and service providers will you need to address the opportunities?

The club industry faces stern challenges, but it is better equipped to tackle them that at any time in recent history. The tools are there for you to use.

ABOUT THE AUTHOR Rob Hill is a partner at Global Golf Advisors (GGA), the largest professional advisory services firm in the world dedicated to clubs and golf-related businesses. From their offices in Dublin, Toronto, Sydney and Phoenix, GGA has served more than 2,900 clients worldwide.

They specialise in strategic planning, governance, market research and analysis, membership planning and operational performance analysis.

• www.globalgolfadvisors.com

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TRIBAL TUESDAY – FOOD AND BEVERAGE MANAGEMENT

Food, glorious food!

CMAE’s Director of Education Michael Braidwood CCM explains how Menu Engineering can help you increase your F&B bottom line.

P

ay attention when you go out for dinner. It could make you some extra cash.

Menu engineering – the science When I go out for lunch, dinner or visit a café or golf club I always wonder if any strategy or thought has gone into the menu design? And by menu design I do not mean the fancy cover or page design. I am more interested in whether or not there is a strategy in how the menu content has actually been laid out.

In most cases I come to the quick conclusion that there has not been, and that the menus have either been designed by an agency or laid out in-house in a traditional style.

However there should be a great deal of strategy and effort put into your menus as they need to be a selling machine for you. Any café, restaurant, club or bar who does not apply the principles of menu engineering is missing a massive trick and throwing additional profits down the drain.

Menu engineering is not a new concept; it’s been around since the early 1980s where a detailed study was carried out in the USA of customer demands, menu mix analysis and contribution margin and menu layout ‘hot spots’. By gathering this data it allowed restaurant managers to layout their menus in the most effective manner in which to lure their clients to the most cash profitable items on the menu.

The concept moves you away from thinking about gross margin and gets you thinking about contribution margin, in effect cash. How much cash do you actually make from each product sale? (As our F&B guru Steven Brown always says you can’t bank a percentage!)

Looking at the chart below you will see the chicken sandwich showing a healthy 62% gross margin. At first glance you would think this would be the most desirable item to up-sell wouldn’t you?

Menu item

Item food cost

Chicken €1.5 sandwich Gourmet burger Salmon

Menu selling price

Food cost %

Gross margin %

€4.00 38%

62%

€2.00 €5.00 40%

60%

€2.50 €6.00 42%

58%

42 CLUBHOUSE EUROPE

But in fact when you calculate the contribution margin you will see the salmon sandwich offers you the best cash return.

Menu item

Item food cost

Chicken €1.5 sandwich Gourmet burger Salmon

Menu selling price

Food cost %

Contribution margin

€4.00 38%

€2.50

€2.00 €5.00 40%

€3.00

€2.50 €6.00 42%

€3.50

With this knowledge in hand you can train your staff to recommend the best cash contributing items on your menu and design your menu so that the greatest cash contributors are in the menu ‘hot’ spots.

The diagram below shows you how people read menus, centre right is always first. So this is where your highest contributing items should be placed.

To make it even better place the items in a highlighted box, this draws further attention.

menu engineering, but the opening basics can make a big difference to your bottom line. It’s certainly worth the effort.

What are the benefits of menu engineering?

Apart from the obvious one that it will make you more cash profit, getting your team involved with this is very motivational; people like to do well at things. Get your chef involved with the food costings and fully understanding that profit is important! Get the communication going between the kitchen and waiting staff to promote and up sell the best contributing items. Also experiment with the menu layout and monitor the results to see which strategies work best.

To learn more about menu engineering and raising the over all standard of your food and beverage offering attend CMAEs Food and Beverage management development programme in Marbella Tuesday 22nd – Saturday 25th November 2017. Turn to page 35 for details.

• You can contact Michael on michael.braidwood@cmaeurope.eu

Theory in practice At a recent visit to Pizza Express I found that looking at the menu you are immediately drawn to the big red panel in the middle of the menu – the Romana pizza. When asked if there was a strategy behind this, the manager explained that the Romana pizza contributes at least £1 more than any other pizza on offer. The eye catching red block draws customers to that section and staff also recommend or upsell to that pizza.

Considering they sell 3,000 Romanas a week that’s £3K straight to the bottom line!

There is a whole lot more to the science of

Michael Braidwood CCM Michael is the Director of Education for the Club Managers Association of Europe, CMAE. A Certified Club Manager and Advanced Fellow of the PGA, he is a very experienced Golf Industry Professional and has a solid educational background. He has recently been appointed General Manager at Qatar International Golf Club and takes up his post in September this year.

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