ISSUE NO 19
•
SUMMER 2018
CLUB ROAD A Chambers Publication
MASTER PLANNING:
A PHASED APPROACH
p.4
The American Club, Hong Kong
Plus
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MEET THE MANAGER with David Porter, GM/CEO at Greystone Golf & CC
What’s Inside ? / Think Like a Concierge 8 / The Ins and Outs of Private Club Purchasing 10 / How ‘Pop-Up’ Events are Increasing Engagement 11 / Anticipating Member Needs 2
FEATURED A NOTE FROM CHAMBERS
CLUB ROUNDUP
THINK LIKE
A CONCIERGE
Friends — It was a productive summer here at
4 Services that Create Year-Round Value
Chambers! With the opening of our new Florida office, the launch of our new website, and gathering insights for this issue of Club Road—we’ve certainly been busy. We’re excited, grateful, and humbled by each new opportunity. In this issue, club leaders get an inside look at how the renovation process—from master planning to procurement—comes to life. Plus, concierge services that will enhance the member experience, popup events that can boost engagement and foster spontaneity, expert tips on how to anticipate member needs, and a thoughtful interview for our Meet the Manager Series that presents a fresh perspective on club staffing and much, much more. Enjoy!
Rick Snellinger President & CEO
Bob Hickman Chairman of the Board
EMAIL RICK
EMAIL BOB
T
he most important aspect of any private club is the member experience, and as club planners and designers, we are always looking for new ways to increase the value of their membership. Private clubs are increasingly taking cues from hotels with regard to design and policies, but there are other hotel services that can be explored as well. By traditional definition, a concierge is a hotel employee whose job is to assist guests by arranging tours, making restaurant reservations, and being an overall caretaker for guests for the duration of their stay. These concierge services add value to a guest’s hotel visit and improve their overall experience—and they can affect a private club atmosphere in the same way. Here we highlight four concierge services that will foster convenience and commitment for your members and enrich your club’s top-quality service.
CLICK HERE TO READ THE FULL ARTICLE! >> Have thoughts or ideas on what you’d like to see in future issues of Club Road? Email us and let us know!
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CONNECT:
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FEATURED
CLUB ROAD
2
Club Roundup
Think Like a Club Concierge
4
Feature Master Planning: A Phased Approach
In-House Transportation: Think of this as an amenity on wheels. Take resort vehicles, for example— they’re always available to help get you where you need to go during your stay, stress-free and planned ahead of time. Clubs can provide that same luxury... More >>
Carryout and Delivery: Carryout and delivery services provide a timely option for people with ‘on-the-go’ lifestyles—and both present a valuable opportunity for clubs to create convenience and an unparalleled experience for its members... More >>
Ridesharing Partnerships: The inceptions of Uber and Lyft took the world by storm over five years ago, and have since made traveling around a city more accessible than ever before. Today, private clubs are responding to this opportunity to help make transportation easier for members... More >>
Amenity Arrangements: Stepping in to assist your membership with scheduling arrangements— from dinner to travel—is another valuable way to stay present in their busy lives. Plus, they’ll appreciate having one more thing checked off their to-do list... More >>
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Down to Business
The Ins & Outs of Purchasing
10
Social Register
How Pop-Up Events are Increasing Engagement
11
Club Experience
Anticipating Member Needs
12
Meet the Manager
with David Porter, GM/CEO at Greystone Golf & CC
C LU B ROA D Issue No 19 / Summer 2018 CLUB ROAD is a Chambers publication.
Editor-in-Chief / Creative Director: Lauren Gordon clubroad@chambersusa.com 410.727.4535
PLANNING • ARCHITECTURE INTERIOR DESIGN • PURCHASING GET IN TOUCH!
CLUBROAD@CHAMBERSUSA.COM
/ 410.727.4535
C H A M B E R S U SA .CO M
FEATURED
The American Club, Hong Kong Phase I: Outdoor Terrace overlooking Tai Tam Bay
We urge Boards and Committees to stop doing projects and consider the bigger picture—which ultimately saves time, energy, and resources. —Rick Snellinger, President and CEO, Chambers
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FEATURED
MASTER PLANNING:
A PHASED APPROACH An International Testament to Planning Holistically
T
here is no question that a facilities renovation is a grand undertaking. There are many elements to consider, many decisions to make, and many people to involve. Taking the necessary steps to renovate a private club is much like renovating your own home. Great care and attention to detail go into the process, and as a private club is often considered a second home for its members, it’s important to ensure the right plans are put into motion that will breed a successful outcome—creating an unmatched atmosphere and lasting memories for all involved. In our last issue, we highlighted the importance of strategic planning—creating a true vision for the future direction of your club. One element of strategic planning often focuses on facilities and how they respond to current and future member needs. But what is the best way to plan for these facilities? Where should you begin, or what should you focus on to create the best possible member experience?
CLICK HERE OR TURN THE PAGE TO READ MORE! >>
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FEATURED
THE BIG PICTURE To recap; strategic planning is the process of defining future goals and making decisions on how to allocate resources to pursue that direction. And just as any successful business needs to define a purpose and direction, so too do private clubs. Previously in Club Road, we asked managers: why attempt to run a business without first establishing a plan? Most would answer simply, ‘you don’t.’ And while private clubs are typically much more personal—and often emotional—than everyday businesses, planning for their future should still be approached in a similar manner. So if strategic planning is the first step to preparing for the future, master planning is often the second. Master planning, by definition, is a dynamic long-term process that provides a conceptual layout of your facilities to guide future growth and development. It encompasses facilities analysis, site and space planning, and the development of a conceptual design direction that provides a framework for future design, construction, and renovation decisions. “We urge Boards and Committees to stop doing projects,” advises Chambers’ President and CEO Rick Snellinger. “Oftentimes, Boards have a great idea and they implement a project. Then a few years later, the Board changes, new ideas arise, and they do another project. Then another few years go by, the Board changes again, and you see the pattern this creates…” He continues to explain that over time, club leadership often finds that these “projects” solve immediate solutions, but don’t consider
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the bigger picture. “Each idea has merit in its own right,” he adds, “but clubs begin to see that if they had taken a step back and looked at the broader picture, they may have done things differently—more holistically—and saved time, energy, and resources.” The benefit of master planning is that it enables clubs to define the relationship between different facility components in detail to foresee any issues that could potentially arise before actually implementing the plan. Essentially, this creates a framework that allows everyone involved to understand how each piece fits together from the beginning. Then the club can develop a plan for how best to implement those pieces.
ACHIEVING SUCCESS So, what does the master planning process actually entail? To begin, it helps to consider three questions with regard to your club: What facilities do we have now? What do we need (or want) for the future? And what changes do we need to make in order to get there? A successful master plan follows a logical sequence of discovery, analysis, and development. Here, we recommend a process we’ve proven to be successful in club renovations across the country: • • • • •
Discovery Period Key Strategic Drivers Conceptual Plans Member Survey Program Costs
CLICK HERE TO KEEP READING AND FIND OUT MORE ABOUT EACH STEP >>
FEATURED
THE PHASED APPROACH Now that we’ve broken down the process, let’s zero in on a key component—the phased approach to master planning. This simply means that the plan is broken down into smaller, more manageable pieces, rather than moving forward with a project in its entirety, all at once. So, how is it beneficial and what elements make up a phased approach? By helping clubs address priorities, minimize member disruption, stay relevant, and remain financially prudent.
CLICK HERE TO LEARN MORE ABOUT EACH BENEFIT >>
Fireside Lounge and Bar
Golf Simulator Lounge
There may be no truer testament to this process than Chambers’ recent master planning efforts with The American Club, Hong Kong, which has seen tremendous success in following a phased approach to master planning. Located in Asia, The American Club, Hong Kong is a premier Club dedicated to providing its members and their families a place for social, recreational, and business activities in a distinctive American atmosphere. While the Club is committed to preserving its American character in the products, services and facilities that are provided, it also recognizes that as an international club, it houses a diverse group of people with varying interests. Through analysis and working with a dedicated group of members who formed a planning committee, Chambers worked with the club to develop an overall master plan that spoke to its unique dynamic.
Youth Activity Center
Design solutions for facilities at the Country Club location were developed in two forwardlooking phases focused on incorporating club trends and preparing the club for the future. The first phase incorporated an outdoor terrace overlooking Tai Tam Bay, complete with a bar and infinity-edge plunge pool. In addition, one of the Club’s squash courts was converted into a Golf Simulator Lounge for enhanced social opportunities. Detailed design took place during the winter months with opening day scheduled for July so members could enjoy the new amenities during the summer season. Plans for the second phase focus on interior spaces— specifically, updating member dining areas and youth facilities that complement the Club’s strong commitment to families...
CLICK TO READ THE FULL ARTICLE >>
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DOWN TO BUSINESS
The
‘ins & outs’of
procurement Understanding the Importance—and the Difference—for Private Clubs
What is interior design procurement? Many general managers understand the concept of procurement with regard to supplies for the golf course or ingredients for the F&B operation—but what about procurement related to private club aesthetics and design? It’s actually a critical piece of every renovation puzzle...
KEEP READING >>
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here is no doubt that private clubs are special places. They are rich in culture, history, and traditions that make each and every club unique— and a member or guest walking through these spaces should be able to feel this uniqueness, with each detail telling a story. The art of interior design is an exciting process of choosing the right aesthetic and functional elements to capture a club’s individuality. From planning to design conception to final install, hundreds of decisions are made that contribute to a successful project that skillfully bring these qualities to life. But this doesn’t just happen. All of those “pretty things” that come together to create a desired aesthetic are conceptualized and selected individually. There is a process to make sure the design concepts and vision for a space come to fruition—and it’s one that leaves many scratching their heads: the procurement process. Who is involved? Why is it important? When does it begin and what exactly does it entail?
READ THE FULL ARTICLE TO FIND OUT >>
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How is it unique? Private club procurement experts being extensive leverage and experience—just as chefs, superintendents, and tennis pros, do for their area of expertise. Here, we discuss: • • • •
Industry Knowledge Purchasing Power Supplier Coordination Saving Time and Money
KEEP READING >>
THE PROCESS Dive into the details for the selection, budgeting, purchasing, and installation processes involved in private club procurement. You don’t want to miss this!
KEEP READING >>
DOWN TO BUSINESS
Chambers’ In-House Resource Library
One of the most important parts of the process is to establish a realistic budget that plans for the quality and durability required for private clubs. —Charlie Turner, Director of Interior Design / Principal
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CLUB EXPERIENCE
Influencing Spontaneity How Pop-Up Events Can Increase Member Engagement With Insights from Evan Sherwood, GM at Salisbury CC
Wine Pairing
Crab Picking
P
rivate clubs are always on the hunt for ways to enhance their social atmosphere. New menus, new programs, new events—Club leaders are constantly brainstorming new ways to keep members engaged in the club to ensure they remain relevant in their daily lives. Lately, pop-up events have been, well, popping up in the club world. Pop-up events are temporary, themed affairs that are announced with relatively short notice. It is the element of surprise that distinguishes pop-up events from its planned counterpart—a characteristic that mimics the appetite for spontaneity the industry is seeing across the board. And while some club leaders have jumped on the opportunity to implement such events, others
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ps
Bonfire Pop-U
Bourbon Release Party
are still unsure of what they entail and how the concept can benefit their club. For more insight on this topic, we spoke with Evan Sherwood, General Manager at The Salisbury Country Club (SCC), who has worked with his team to implement a string of successful pop-up events over the last several months. Some of the benefits? Increased engagement, enhanced camaraderie, and a shift in club culture overall. Keep reading to learn more about where these ideas come from, how they are communicated, and how they can impact the social atmosphere at your club!
Read the full article to learn more.
SOCIAL REGISTER
ANTICIPATING MEMBER NEEDS How to Determine What Your Members Want
E
very club has a history. Often founded by a small group of visionaries, private clubs are grounded in great ideas, imagination, and forethought that is passed down through generations. Over time, these notions contribute to the evolution of a club’s individuality and unique culture. The beauty of the private club industry is that no matter how similar clubs can be with regard to their services, offerings, or operations, no two clubs are the same. And while this distinction should be celebrated, it also means there is no one-size-fits-all approach to crafting an enduring member experience. Even if the same tactics are utilized by various clubs to obtain information, the information itself—and what club leaders do with that information—is unique. The key is to ensure club leaders are listening closely to their member’s needs and desires—and sometimes digging a deeper to figure out what they really want makes all the difference.
CLICK ON EACH TOPIC BELOW TO LEARN MORE!
KEY STAKEHOLDERS
DATA-DRIVEN DECISIONS
PERSONAL INTERACTIONS
INDIRECT STAFF INSIGHT
DEMOGRAPHIC ANALYSIS CHAMBERSUSA.COM
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MEET THE MANAGER
MEET THE
MANAGER Private clubs are becoming increasingly dynamic as the industry continues to adapt to a changing and complex world—in part, thanks to the creativity and innovation enacted by individuals bringing a fresh yet respectful perspective to the modern private club experience. In our last installment, we gathered insights from Jeff Hartigan about how his unique career experiences have shaped his management style. In this issue, we spoke with David Porter, GM/CEO of Greystone Golf and Country Club (GGCC) located in Birmingham, Alabama. Dave brings nearly 26 years of professional experience to his role and has had an incredible impact on each club he has been a part of—two of which went platinum within five years. Dave’s commitment to not only his club and its members, but also his staff, is a true inspiration—and his fresh perspective on club operations, programming and training is one to be admired. KEEP READING TO LEARN MORE!
Getting to Know
DAVID PORTER GM/CEO at Greystone Golf & CC CR: How long have you been in the private club industry? DP: I’ve been in the industry since 1992—I actually started working parttime at the Philadelphia Cricket Club in college. In school, they offered a co-op program where students were required to work in a leadership position for one semester. At the time, the general manager at White Manor Country Club was kind enough to give me a shot, and for $400 a week, I got the chance to be clubhouse manager. I helped out wherever I could—from plunging toilets to black tie affairs... READ MORE >> CR: What is your approach to member recruitment? DP: Most importantly, we have a Membership Director here at Greystone, which isn’t the case at all clubs. It is so helpful to have a team truly dedicated to these efforts—she has a staff of three who work to attend Chambers of Commerce events, make cold-calls, and really try to get ahead of attrition. On average, we were losing 10% of members each year while bringing in less than that. So, as mentioned, we got creative! Two of the most monumental events that come to mind include our car raffle and 25th anniversary referral incentive.... READ MORE >> CR: What are some of the ways you develop the staff at Greystone? DP: I recently implemented ‘Greystone University’ here—a mandatory training program that includes four courses and 36 hours of work. The courses are meant to teach club history and operations, financials, the importance of the member experience, and leadership skills. I personally teach the courses but I also bring in guest speakers—including general managers from respected clubs and even our own members who touch on what they look for out of a private club experience... READ MORE >>
CLICK HERE to read the full interview!
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ISSUE 19 / SUMMER 2 018 CONNECT: CHAMBERSUSA.COM / CLUBROAD
BALTIMORE / DALLAS / MINNEAPOLIS / DC
