The club and resort market is highly fragmented and each club has its own DNA. We learned early on that idea-sharing among clubs is a common occurrence.
Of course [the Board has] to monitor budgets and approve capital expenditures—but then they should get out of the way and enjoy the club.
The majority of the golf and club market is enjoying a period of stability that is a welcome relief from ten years of contraction, consolidation, and member attrition/transition.
It is incumbent on boards and management to know what it costs to maintain members’ expectations of quality, and then to have the guts to have dues that are realistic to cover those costs.
When I meet a GM whose business card also carries the COO title, it is pretty much a lock that he or she is affiliated with a successful club.
If a club needs new members, it should be approached like any other business marketing plan. Figure out how many new members you want and where they are, and employ strategies to get them.