Stonebridge Golf Links & CC has eliminated minimums and made F&B a primary reason to join.
When looking for a way to help his club gain an edge in the highly competitive Long Island club market, Paul Riedman came across an article about a club GM who had successfully used the strategy of eliminating F&B minimums to maintain membership levels while his facility was being renovated.
Reidman’s club—the semi-private Stonebridge Golf Links and Country Club in Smithtown, N.Y.—wasn’t slated for any physical work, but as its Food and Beverage Director/Executive Chef, he felt the time was right to earn distinction by getting rid of minimums, too. “It made sense to me that, if you had an outstanding food and beverage product, you shouldn’t have to charge members for it up front,” he says.
Adding to his confidence was a steady increase in banquet sales, including golf outings, that had occurred at Stonebridge over the previous several years. In 2003, the club hosted a total of 186 banquets (about 20 of which were golf outings). This year, the number of banquets increased to roughly 260 (including 48 golf outings). In revenues, banquet sale totals for 2003 (before tax and gratuity) came in below $800,000. For 2006, Riedman expects that sales figure to top $1 million.
In addition to growth through a greater number of banquets, higher per-check averages have also significantly added to the bottom line. About one-third of the banquet checks in 2003 were $3,000 or less. Now, Reidman says, the average is closer to $3,800 per event.
Committed Committees
What’s brought about this boost in banquet activity? Riedman cites several factors. Working with the club’s banquet sales department, he has focused on attracting more golf outings and weddings (although Stonebridge remains committed to its “one wedding at a time” policy) through local advertising and community word-of-mouth.
He also created buzz by initiating the development of a small food and beverage committee, consisting of members of the club and people from the surrounding association of 104 homeowners who may use Stonebridge facilities for large parties and weekday public golfing. The committee, which meets once a month (except during the summer), presents ideas for events, offers suggestions and opinions on menus, and discusses any food and service issues that may arise with Riedman and his staff.
This holiday season, Reidman also introduced a holiday cooking class that is open to club members and the public. Because more than 50 guests participated, Riedman has plans to offer others over the winter and in early spring.
“The committee members communicate their excitement about the club and what we have to offer to their friends and neighbors,” he explains. “And we often get bookings from people who are introduced to us through weddings and other events they attend here. We’re looking at the cooking classes as another way to reach out to the community, as well as to offer another ‘distinctively Stonebridge’ event for our members.”
Beyond Typical Banquet Fare
Adding more upscale options to banquet menus has also helped to distinguish the club, particularly in the categories of liquor, hors d’oeuvres, entrées and desserts. Stonebridge has no on-site bakery, but Riedman has developed a multi-faceted program—combining quick, easy and elegant house-made specialty items with products provided by a carefully selected network of outside suppliers—to maximize the profitability of sweet items.
For many banquets, he produces individual desserts based on almond tuiles by simply molding the freshly baked (still warm) cookies around the rims of glasses and filling the resulting edible cups with mousse, fresh berries or pound cake, finished with a sabayon.
Prior to Riedman’s arrival at Stonebridge in 2005, the club used one outside bakery to fill all of its cake and pastry needs. Riedman tripled that number, and now relies on each bakery for particular specialty items such as breakfast pastries, Viennese table selections, brownies and cookies for outings, pies and wedding cakes.
Every Hour Counts
Riedman has also been able to control costs, and keep prices competitive, by cutting the club’s F&B payroll some 40 percent. This has largely been accomplished through more careful calculation of the number of wait staff personnel and hours needed for each event.
Reidman also negotiated with the club’s servers to change the way gratuities are handled. Instead of the house taking a percentage, all gratuities now go to the wait staff. In return, they agreed to a reduction in their hourly rates.
“Our servers now make at least as much—and often more—than they did under the old system,” he said. At the same time, wage expenses for the club have been significantly reduced.
Emboldened by these successes, Reidman recently convinced Stonebridge management that it was time to eliminate minimums and let the club’s F&B department stand fully on its own merits. The early returns indicate that it will be a permanent change for the better. Membership, right at 100 when Reidman arrived in 2005, is now over 160, and the club expects to have 200 members by the end of next season.
“I think it’s a true testament to all of our [F&B] employees that when we work together, we can really create something great,” says Reidman about Stonebridge taking this ultimate step. “Sometimes the best people for the job are right there under your nose—and if given the chance, they will exceed expectations and goals.”
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