Why your strongest marketing campaign may have nothing to do with marketing.

Imagine this. A prospective member visits your website and submits an inquiry. Two days pass before anyone responds.

When they arrive for a tour, the receptionist doesn't know they're expected. The Membership Director gives an excellent presentation, but later that afternoon the prospect receives a generic follow-up email that could have been sent to anyone.

Which interaction shaped their opinion of the club? The website? The tour? The email?

The answer is all of them.

Many clubs think of marketing as social media, email campaigns, advertising, or a beautifully designed website. Those things certainly matter, but they're only the beginning.

Your brand isn't built by your marketing materials alone. It's built through every interaction a prospect and member has with your club.

The Power of Micro-Impressions

Hospitality professionals often talk about the importance of creating consistent experiences, because people rarely remember one perfect interaction. Instead, they remember the accumulation of dozens of small moments.

Think about a prospective member's journey. They may:

• Browse your website.
• Submit an online inquiry.
• Receive an automated confirmation email.
• Call the membership office.
• Arrive at the club for a tour.
• Interact with staff.
• Meet members.
• Receive follow-up communication.

Each interaction creates a small impression.  On its own, it may seem insignificant. Collectively, those moments answer one important question:

"What will it feel like to belong here?"

Marketing Creates Expectations. Experience Validates Them.

Every marketing effort your club produces makes a promise. Beautiful photography promises an exceptional club experience. A welcoming website promises hospitality. Compelling social media content promises an active community.

But marketing can only create expectations. The experience has to fulfill them.

If a prospect waits three days for a response after submitting an inquiry, the marketing loses credibility. If staff aren't aware a tour has been scheduled, the experience feels disconnected. If the follow-up is generic, the relationship feels transactional.

The strongest clubs don't simply create great marketing. They consistently deliver on the expectations that marketing creates.

Members Experience One Club—Not Five Departments

One of the biggest misconceptions in clubs is that marketing belongs to the marketing department.

Prospects don't see departments. They don't distinguish between Membership, Golf, Food & Beverage, Communications, or Administration. They experience one club.

A smooth handoff between departments reinforces confidence. An inconsistent experience creates doubt.

That means marketing isn't just the responsibility of one department. It's a shared responsibility across the entire organization. The gate attendant greeting a guest. The receptionist answering the phone. The server welcoming a family by name. The Golf Professional introducing themselves during a tour. The Membership Director sending a thoughtful follow-up.

Every interaction contributes to the club's reputation.

The Details Prospects Notice

Membership professionals often spend time refining presentations and tour routes. White those are important, prospects are paying attention to much more than the scripted portion of their visit.

They're noticing things like:

• Was my inquiry acknowledged promptly?
• Did someone know I was coming?
• Was I welcomed by name?
• Did the tour feel personal or rehearsed?
• Did the website accurately reflect what I experienced?
• Did the follow-up reference our conversation?

None of these moments will determine a joining decision on their own. Together, they tell prospects what kind of organization your club is.

Mystery Shop Your Own Club

One of the simplest ways to improve the member experience is to experience it yourself. Spend one morning pretending you're a prospective member.

Ask yourself:

• Can I find membership information on our website in under two minutes?
• How easy is it to submit an inquiry?
• How long would I wait for a response?
• What happens after I request a tour?
• Does every communication feel personal and intentional?
• Would I leave believing this club delivers on the promises it makes?

The answers often reveal opportunities that no advertising campaign can fix.

The Strongest Marketing Happens After Someone Clicks "Submit."

Marketing may inspire someone to visit your website. A beautiful video may convince them to schedule a tour. But the decision to join is shaped by everything that happens next.

The clubs creating the strongest brands aren't always the ones with the biggest marketing budgets. They're the ones where every department understands the role they play in the member experience. Because every conversation, every email, every greeting, and every interaction tells prospective members something about what it feels like to belong.

The question isn't whether your club is marketing itself. It's whether every touchpoint is telling the same story.

"This has been great. We just need to think about it."

Every membership director has heard those words. The instinct is often to provide more information—a follow-up brochure, another phone call, a reminder about an upcoming initiation fee increase. But in many cases, the prospect doesn't need more information. They need more confidence.

Joining a private club is one of the most significant discretionary investments many families will make. Prospects aren't simply deciding whether to purchase a membership—they're deciding whether they can picture themselves becoming part of a community.

The best membership directors understand that their role isn't to convince prospects to join. It's to help them make a confident decision.

Confidence Comes Before Commitment

Every prospect arrives with questions. Some are easy to answer. What are the dues? What membership categories are available? How does the waitlist work?

The more important questions are often the ones they never ask aloud. Will my family feel like we belong here? Will we actually use the club? Will my children make friends? Is this worth the investment? Can I see myself here five years from now?

Those questions are rarely answered with a brochure or a list of amenities. They're answered through confidence. Membership directors who recognize those concerns, and intentionally address them, create a much stronger experience than those who simply deliver the perfect club tour.

Great Tours Don't Showcase Amenities. They Tell Stories.

Most prospects can see the golf course. They can walk through the fitness center. They can tour the clubhouse. What they can't see is what life as a member actually feels like. That's where great membership professionals separate themselves.

Instead of simply pointing out amenities, they help prospects imagine using them. Rather than saying, "This is our family pool." Try, "One of our favorite traditions is Friday evenings during the summer. Families gather around the pool, kids are swimming together, and many parents stay for dinner afterward because it's become part of their weekly routine."

The goal isn't to describe the club. It's to help prospects picture themselves in it.

Confidence Is Built Through Credibility

Confidence doesn't come from having the perfect sales pitch. It comes from being a trusted resource. Membership professionals build credibility by understanding far more than membership pricing.

They know:

• The club's culture and traditions.
• Upcoming improvements and long-term vision.
• Which events members look forward to every year.
• How different membership categories fit different lifestyles.
• What new members often experience during their first year.

When prospects ask difficult questions, confident membership professionals don't rush to "overcome objections." They provide thoughtful, honest answers—even when the answer is, "Let me find out for you."

Trust grows when prospects believe they're receiving guidance rather than a sales presentation.

Follow-Up Should Continue the Conversation

Some of the most meaningful opportunities to build confidence happen after the tour. Instead of sending the same follow-up email to every prospect, continue the conversation you already started.

If a family expressed interest in junior programming, send information about upcoming youth events. If a prospect was excited about golf, introduce them to the Head Golf Professional or share details about leagues and tournaments. If someone mentioned relocating to the area, connect them with another member who recently made the same move.

Personalized follow-up reinforces a simple message: "We listened."

That message often carries more weight than another brochure or promotional email.

Before Your Next Tour...

Before welcoming your next prospective member, ask yourself four questions:

• What uncertainties might this prospect have that they haven't expressed?
• How can I help them picture themselves as members—not just visitors?
• Am I spending more time talking about the club than learning about the prospect?
• Will this experience leave them feeling informed—or confident?

The answers to those questions often determine whether a prospect leaves saying, "We'll think about it", or, "This feels like the right place for us."

The best membership directors don't close more sales because they have a better script. They close more sales because they remove uncertainty, build trust, and help prospects make one of the biggest lifestyle decisions of their lives with confidence.

Most clubs have no shortage of data. Between club management systems, reservation platforms, event registrations, communication platforms, and mobile apps, membership professionals can access more information than ever before.

Yet many still struggle to answer some of the most important questions facing their club:

• Which members are becoming less engaged?
• Where should we focus retention efforts?
• What experiences are driving participation?
• Are new members successfully integrating into the club?
• What should we be telling leadership about member engagement?

The issue isn't a lack of data. It's knowing which information actually helps answer those questions.

Here are five areas where member data can provide meaningful insight.

1. Understanding Who May Be At Risk of Disengaging

One of the most valuable uses of member data is identifying changes in behavior. A member who has historically been active and suddenly stops participating often deserves attention. Not because they are guaranteed to resign, but because something has changed.

Usage trends across dining, golf, fitness, events, and other amenities can help membership professionals identify members who may benefit from a check-in or re-engagement effort. The goal isn't to monitor activity. The goal is to identify opportunities to strengthen relationships before disengagement occurs.

2. Understanding What Members Actually Value

Clubs often assume they know which amenities and programs members value most. Data provides a more objective view. Participation patterns can reveal:

• Which events consistently generate interest
• Which amenities drive the most engagement
• Which programs appeal to specific member segments
• Where club investments are producing results

This information can help shape future programming, marketing efforts, and resource allocation. Simply put, member behavior often tells a more accurate story than member assumptions.

3. Understanding Whether New Members Are Integrating Successfully

Most clubs invest significant time and energy into onboarding. However, the true measure of onboarding success is not attendance at orientation. It's engagement after orientation.

Tracking new member participation during the first year can help answer important questions:

• Are new members using the club?
• Are they attending events?
• Are they building connections?
• Are they engaging beyond their initial joining experience?

When clubs monitor these trends, they can intervene earlier and create a more intentional onboarding experience.

4. Understanding Whether Communication Is Working

Many clubs focus heavily on open rates and click rates. While those metrics have value, the larger question is whether communication is helping members engage with the club.

Communication data can reveal:

• Which topics generate interest
• Which audiences engage with certain content
• Which communication channels are most effective
• Where members may be experiencing communication fatigue

The objective isn't higher open rates. It's helping members stay informed and connected.

5. Understanding Why Members Stay—and Why They Leave

Retention conversations often focus on resignation numbers. The more valuable exercise is understanding the patterns behind those numbers. When clubs consistently review resignation feedback, usage trends, and engagement history, they begin to identify recurring themes.

These insights can help clubs:

• Improve the member experience
• Address common concerns
• Refine onboarding processes
• Strengthen retention efforts

Every resignation tells a story. The goal is to identify the larger trends those stories reveal.

Data Should Lead to Action

The most useful member data doesn't sit in a dashboard. It helps clubs make decisions. It helps membership professionals determine who needs attention, where engagement opportunities exist, which programs are succeeding, and how the member experience can be improved.

As clubs continue to invest in technology and reporting tools, it's important to remember that data itself is not the goal. Better decisions are.

The clubs gaining the most value from member data aren't necessarily collecting more information than everyone else. They're simply doing a better job of turning that information into action.

PCMA Central and Western Carolina Chapter Spotlight

Most professional development looks the same. A speaker, a slide deck, a Q&A that runs out of time. What happened at the most recent PCMA Central and Western Carolina Chapter meeting at Gaston Country Club looked a little different.

A room full of membership, marketing, and communications professionals sat down for lunch and just started talking. No presentations. No agenda items that needed to be gotten through. Just real questions, honest answers, and the kind of practical exchange that you cannot manufacture in a webinar format.

Here is what came out of it.

On Programming and Member Engagement

Ballantyne Country Club brought one of the more creative ideas of the afternoon. For their 30th anniversary, they hosted Discover BCC, a full club showcase where every department set up a booth and members spent the day exploring the community they had been part of for years. The moment that stuck with everyone in the room came from a long-tenured member who walked away saying they had learned something new after three decades of membership. That is the kind of engagement programming that actually moves the needle.

Champion Hills shared a trial membership program with an 85 percent conversion rate. Members commit to a full year at a lower initiation fee with the option to move into a permanent category. It has become their most effective tool for converting golf-curious prospects into full members.

On Membership Structure

Legacy and senior membership policies sparked one of the most engaged conversations of the day. Every club in the room had a different approach and the side-by-side comparison was genuinely valuable. Peninsula Club converted their young professional offering into a legacy category. Charlotte Country Club transfers certificates directly to children of long-tenured members. Ballantyne capped their senior program at 20 members and built refundability around whichever initiation fee is lower, the current rate or what the member originally paid.

What every approach had in common was that none of it happened by accident. These policies were built deliberately to protect culture, honor tenure, and manage capacity without losing members who have given decades to the club.

One club also shared a simple but effective insight on initiation fee increases. They moved their annual adjustment to April 1 and had their best March on record as members rushed to complete category transitions before the change took effect. The announcement itself drove action.

On Communications

This was the part of the conversation nobody wanted to end.

Several clubs talked about using engagement data as a tool for internal conversations. When a department head wants to send another email and the open rates tell a different story, having that data in hand changes the conversation entirely. One communications director described it as one of the most useful tools she has for protecting her members from inbox fatigue.

Centralized communications came up as a non-negotiable for nearly everyone in the room. Social media is handled by communications and only communications. No shared logins, no exceptions.

Champion Hills got a laugh with their policy that golf is permitted to send exactly one type of email on their own: hole-in-ones. Everything else runs through communications. It sounds rigid until you understand why it works.

Mobile app adoption also came up, with clubs leaning more heavily on push notifications for real-time updates. The consensus advice from clubs who had recently launched one was to go in knowing you are about to become everyone's IT support. Worth it, but plan for it.

The Takeaway

No single idea from that afternoon was earth-shattering on its own. What made the conversation valuable was the honesty behind each one. People shared what was actually working, what they had tried and stopped doing, and what they were still figuring out.

That is what PCMA chapter meetings are supposed to feel like.

A genuine thank you to the Central and Western Carolina Chapter and to Gaston Country Club for hosting an afternoon that was everything a peer gathering should be. If your chapter is doing something worth sharing, we would love to feature it here.

Interested in learning more about some of the ideas shared during this discussion? The professionals from Peninsula Club and Champion Hills welcome the opportunity to continue the conversation with fellow PCMA members.

Peninsula Club
Maureen Kindred, Membership & Marketing Director
Email: maureen.kindred@thepeninsulaclub.com

Allyson Moore, Communications Manager

Email: allyson.moore@thepeninsulaclub.com

Champion Hills
Heather Myers, Director of Membership & Marketing
Email: heatherm@championhills.com

One of the greatest benefits of PCMA membership is the opportunity to learn directly from peers who are navigating many of the same challenges and opportunities. If something sparked an idea for your own club, don't hesitate to reach out and continue the conversation.

When clubs talk about digital onboarding, the conversation often turns to generational preferences.

"We need this for younger members." "Millennials expect everything digitally." "Our older members won't use that."

As membership professionals, we've probably all heard some version of these statements. The reality is that digital onboarding isn't about age. It's about convenience. Whether a member is 35 or 75, most people want the same thing when they join a club: they want to understand how to use it.

The Problem With Traditional Onboarding

Many clubs still rely heavily on a welcome packet, orientation session, and perhaps a few follow-up conversations. While those touchpoints remain important, they often assume members will remember everything they hear during their first few weeks.

In reality, new members are processing a tremendous amount of information:

• Dining reservations
• Tee time procedures
• Event registration
• Guest policies
• Dress codes
• Reciprocal benefits
• Club traditions
• Program offerings

Even the most engaged new member won't retain all of it. As a result, membership offices often receive the same questions repeatedly:

• "How do I make a reservation?"
• "Where do I find the event calendar?"
• "What's the guest policy?"
• "Who do i call about..."

These aren't engagement problems. They're onboarding problems.

Digital Onboarding Creates Accessibility

The best digital onboarding tools aren't replacing personal interaction. They're supporting it.

Many clubs are now supplementing traditional onboarding with:

• Digital welcome guides
• New member resource pages
• Video tutorials
• Mobile app walkthroughs
• Automated onboarding email series
• Frequently asked question libraries

The goal isn't to eliminate human interaction. The goal is to make information easier to access when members need it.

What We're Seeing in Clubs

Some of the most successful onboarding programs in clubs today combine both personal and digital touchpoints.

A new member may receive:

• A personal welcome call
• An orientation event invitation
• A digital welcome guide
• A series of onboarding emails introducing club amenities and programs
• Links to key resources and contacts

The result is a more consistent experience and fewer opportunities for information to fall through the cracks. Importantly, clubs implementing these strategies often report adoption across all age groups—not just younger members. Why? Because convenience isn't generational.

Start Small

If your club is looking to improve onboarding, you don't need to launch a new app or invest in complex technology.

Start by identifying the questions new members ask most frequently.

Then ask yourself:

• Is this information easy to find?
• Can members access it after orientation?
• Would a simple digital resource help answer this question?

Often, small improvements create the biggest impact. A digital welcome guide, onboarding email series, or centralized new member resource page can significantly improve the onboarding experience without requiring a major investment.

The Goal Isn't Digital. It's Confidence.

The best onboarding programs help members feel comfortable using the club. Digital tools simply make that process easier. When members can quickly find answers, understand club offerings, and navigate the club with confidence, they're more likely to engage, participate, and build connections.

That's not a generational issue. That's good onboarding.

One of the biggest communication mistakes clubs make today is assuming that if members aren't engaging, the solution is to send more messages.

In reality, most members are already overwhelmed by communication; not just from their club, but from every organization, brand, and business they interact with. The challenge isn't getting information in front of members. It's making sure the information is relevant when it arrives.

The Problem With "Send It to Everyone"

Many clubs still rely on broad communication strategies where nearly every email, announcement, and notification goes to the entire membership.

The result?

• Members receive information that doesn't apply to them.
• Important messages get buried.
• Email open rates decline.
• Members begin tuning out communication altogether.

A family with young children, an avid golfer, and a social member likely have very different interests. Yet many clubs communicate with them exactly the same way.

Relevance Drives Engagement

The clubs seeing the strongest communication results are becoming more intentional about audience segmentation.

Before sending a communication, ask:

• Who actually needs this information?
• Does every member need this message?
• Is there a smaller audience that would find this more relevant?

More targeted communication often produces better engagement than sending the same message to the entire membership.

Every Channel Doesn't Need Every Message

Another common mistake is using every communication channel for every announcement.

An event may appear in:

• The newsletter
• An email blast
• Multiple push notifications
• Social media posts

Instead, consider assigning a purpose to each channel.

For example:

• Newsletters = awareness and planning
• Email = details and registration
• Push notifications = reminders and urgent updates
• Social media = engagement and storytelling

When channels have clear roles, communication feels more organized and less repetitive.

Three Questions Before You Hit Send

Before sending any communication, ask:

1. Is this relevant to the audience receiving it?
2. Is this the best channel for this message?
3. Does this make life easier for our members?

If the answer to all three is yes, send it. If not, it may be worth revisiting.

The goal isn't to communicate more. The goal is to communicate more effectively. Because in today's club environment, members don't want more communication, they want communication that is timely, relevant, and useful.

When clubs want to improve engagement, the first instinct is often to add more: More events. More emails. More promotions. More calendar activity. But across the private club industry, many clubs are learning that more activity does not automatically create stronger loyalty. In fact, overloaded calendars and constant communication can sometimes dilute engagement rather than deepen it.

The clubs building the strongest long-term member loyalty are often not the ones doing the most. They are the ones doing the most meaningful things consistently.

The Shift Happening Across Clubs

Many private clubs today serve diverse membership bases with varying schedules, interests and expectations. Younger families may seek flexibility. Active professionals may value convenience. Long-tenured members may prioritize relationships and familiarity. Because of this, generic high-volume programming can miss the mark.

Common industry challenges include:

• full calendars with uneven attendance
• the same small group attending everything
• member fatigue from repetitive formats
• excessive communications with low engagement
• pressure to “keep adding more”

This has led many clubs to rethink what actually drives loyalty.

Loyalty Is Built Through Relevance

Members tend to stay loyal when the club consistently feels useful, welcoming and personally meaningful.

That may come from:

• one great family tradition
• a staff member who knows their preferences
• a smooth dining reservation process
• meaningful friendships
• communications that feel timely and relevant
• confidence the club fits their lifestyle

Those moments often matter more than another crowded calendar item.

What Smart Clubs Are Doing Instead

1. Fewer, Better Experiences: Rather than adding volume, many clubs are focusing on quality, timing and intentionality.

2. Segmenting Communication: Members increasingly expect relevance. Clubs are seeing stronger engagement when communications are tailored by interest, life stage or behavior.

3. Reducing Friction: Convenience is loyalty. Easy reservations, simple registration, clear communication and responsive service all strengthen satisfaction.

4. Empowering Staff Relationships: Hospitality remains one of the most powerful loyalty tools in private clubs. Members remember being known and cared for.

5. Designing Year-Round Touchpoints: Loyalty is often reinforced in small moments:

• birthday recognition
• check-ins after absence
• welcoming new families
• acknowledging milestones
• personal follow-up after events

Why This Matters Now

Many clubs continue to benefit from strong membership demand, but member expectations have risen at the same time. In an environment where dues are significant and discretionary time is limited, members increasingly compare every experience to broader hospitality standards.

That means loyalty is earned through consistency, not noise.

Final Thought

Overprogramming can create activity. It does not always create attachment. The clubs best positioned for the future will not necessarily be the busiest clubs. They will be the clubs that make members feel connected, understood and glad they belong.

Across the private club industry, many clubs are rethinking what engagement looks like in an era where members value personalization, exclusivity and meaningful connection more than generic activity.

Large calendars and traditional events still have a place, but increasingly, clubs are finding that smaller, thoughtfully curated experiences can create stronger loyalty, deeper relationships and lasting memories.

That was the case at Long Cove Club, where Membership Director Christy Cohen, CMP transformed an inspired idea into the club’s first-ever ladies-only member trip: a 24-hour Nashville experience that sold out in just five hours.

The Opportunity: Creating Connection Through Shared Experience

The idea began after attending the 2024 PCMA National Conference, where Christy was inspired by another club’s member travel concept presented during the Club Membership Challenge. It sparked a realization: while Long Cove Club had previously offered couples trips and men’s golf travel, there had never been a ladies-only travel opportunity organized through membership.

Her goal was clear:

• strengthen friendships among female members
• create lasting memories
• offer something fresh and differentiated
• build connection beyond the clubhouse

This reflects a broader industry trend. Many clubs are discovering that members increasingly value belonging experiences just as much as amenities.

Listening Before Launching

Rather than assume what members wanted, Long Cove Club invited approximately 500 female members to a complimentary happy hour to discuss destinations and gather feedback. Fifty-five members attended, where six trip concepts were presented and members were asked to weigh in.

That step is worth noting.

Too often, clubs move straight to execution. Long Cove Club started with listening,  a strategy that frequently leads to stronger participation and member buy-in.

First Attempt: Ambitious But Misaligned

The leading vote-getter was Banff and Lake Louise in the Canadian Rockies. A detailed trip was developed, complete with itinerary, inclusions and informational meetings. Interest was real. Twelve members placed deposits.

But the trip required twenty travelers to keep costs within the advertised range, and the economics ultimately did not work. The concept was paused.

This is another important lesson for clubs: enthusiasm does not always equal feasibility. Smart engagement strategy requires both demand and practicality.

The Pivot: Smaller, Faster, More Attainable

Soon after, Christy identified a new opportunity tied to Long Cove Club’s long-standing relationship with the Darius Rucker Intercollegiate and access to tickets for the annual Darius & Friends concert benefiting St. Jude Children’s Research Hospital in Nashville.

Instead of a larger, expensive destination trip, the club repositioned the concept into a 24-hour Music City getaway.

The package included:

• roundtrip flights
• hotel accommodations
• concert access
• dinner and drinks
• concierge-style coordination
• memorable VIP touches

The result? Sold out in five hours, with an active waitlist.

Why It Worked

1.        It Felt Exclusive: Limited capacity created urgency and excitement.

2.        It Was Achievable: Shorter duration and more approachable pricing expanded interest.

3.        It Solved Friction: Members were picked up at the clubhouse, flights coordinated, room keys handled and logistics managed from start to finish.

4.        It Was Social by Design: Friends traveled together while also building new connections.

5.        It Created Story Value: A unique experience members would remember and talk about long after returning home.

The Hospitality Detail That Members Notice

One of the clearest takeaways from Long Cove Club’s recap was how much members appreciated having every detail handled for them. Meals, transportation, tickets, coordination and timing were managed so members could simply enjoy the experience.

That reinforces an important truth for clubs in 2026: Convenience is part of luxury.

The Retention Value of Experiences Like This

Engagement strategy is not always about adding more events to a crowded calendar. Sometimes it is about creating one memorable experience that strengthens relationships and emotional loyalty.

Experiences like this can help clubs:

• deepen friendships among members
• increase affinity toward the club
• create positive word of mouth
• reinforce value beyond amenities
• strengthen long-term retention

Member Feedback Said It Best

Participants described the trip as:

• “What a fantastic 24 hours!”
• “Definitely exceeded my expectations!”
• “Sign me up for next year!”

Final Thought

Long Cove Club’s success was not simply about Nashville or concert tickets.

It was about recognizing an underserved audience, listening to member interest, adjusting when the first concept missed the mark and delivering a highly intentional experience that made members feel special.

For private clubs evaluating retention and engagement today, that may be one of the most valuable lessons of all.

Read the Full Case Study

For many private clubs, significant attention is placed on two moments in the member journey: the pursuit of new members and the retention of members considering resignation. But between those two points sits a stage that often receives far less strategic attention: Years 2 through 5 of membership.

This “middle phase” can quietly become one of the most important retention windows a club manages.

Across the private club industry, many clubs welcomed strong waves of new members between 2020 and 2024. Demand surged, waitlists grew and many clubs onboarded members at a pace not seen in years. Now, those same members are settling into regular routines, reassessing usage habits and determining whether the club remains central to their lifestyle.

For some, this phase brings deeper connection. For others, it brings drift.

Why Years 2–5 Matter

The first year of membership often carries built-in momentum:

1. excitement around joining
2. exploring amenities
3. meeting other members
4. trying events and programming
5. discovering routines

But by Years 2–5, novelty naturally declines. Members move from exploration to evaluation. They begin asking quieter questions:

• Are we using the club enough?
• Does this still fit our family schedule?
• Do we feel connected here?
• Is the experience still relevant?
• Are we getting value beyond access?

These questions do not always lead to immediate resignation. More often, they lead to slower engagement, reduced participation and weaker emotional ties.

What Clubs Are Seeing Right Now

Across the industry, common middle-phase patterns include:

• Reduced Event Participation: Members who attended frequently in Year 1 become more selective.
• Narrowed Usage: Families may shift from “using everything” to only dining, golf or summer usage.
• Social Plateau: Members know a few people but have not built broad relationships.
• Communication Filtering: Members begin ignoring generic emails or announcements that feel less relevant.
• Competing Priorities: Children age, work schedules change, travel increases and routines evolve.

None of these signs automatically indicate dissatisfaction. But they can indicate a member who is no longer growing roots.

Why This Stage Is Often Missed

Many clubs assume members who are not complaining are satisfied. Others focus attention on new member onboarding while long-term members receive informal care but middle-tenure members receive little intentional strategy.

The result: members can slowly disengage while remaining in good standing.

What High-Performing Clubs Do Differently

1. Re-Onboard at Year Two: Strong clubs treat year 2 as a new chapter, not the end of onboarding. Examples include personalized outreach, invitation to committees or groups, family engagement opportunities, reminders of lesser-used amenities, etc. 
2. Segment by Life Stage, Not Join Date: A Year 3 young family and a Year 3 retired couple may need entirely different engagement strategies.
3. Create Relationship Pathways: Members who build friendships and familiarity with staff are more likely to remain connected long term.
4. Watch for Plateau Signals: Not every retention risk is dramatic. Sometimes it is simply stagnation.
5. Reinforce Value Beyond Transactions: The strongest clubs remind members that value includes belonging, convenience, tradition, relationships and lifestyle enhancement.

Final Thought

The middle years of membership are where many clubs either deepen loyalty or allow quiet drift.

In a market where many clubs continue to benefit from strong demand, it can be tempting to focus only on acquisition or waitlists. But sustainable membership strength is often built by paying attention to the members who are already inside the gate, especially those in the forgotten middle.

But demand visibility is not the same as demand strategy. A waitlist is a powerful signal of strength. It reflects relevance, desirability, and momentum in the market. What it does not represent is a long-term membership plan.

For membership, marketing, communications, and sales professionals, this distinction matters.

The Difference Between a Waitlist and a Membership Strategy

A waitlist is a snapshot. It reflects current demand at a particular moment in time, influenced by market cycles, relocation patterns, economic confidence, and broader lifestyle trends. It is reactive to external forces as much as it is driven by internal excellence.

A membership strategy, on the other hand, is intentional.

It includes:

• Tracking inquiry volume and source trends
• Monitoring conversion timing
• Understanding attrition patterns
• Forecasting future capacity needs
• Evaluating demographic shifts

Clubs with strong waitlists today may continue to thrive for years. But sustainable growth does not happen by default. It happens through structure. The most resilient clubs do not rely solely on the length of their waitlist. They build systems that support long-term stability, regardless of market conditions.

What Changes When a Club Feels "Full"

When demand is strong, priorities often shift internally. Marketing budgets may tighten because acquisition feels secure. Prospect reporting may become less rigorous. Cross-department conversations about growth may happen less frequently. Follow-up systems may loosen because urgency feels lower.

None of this happens intentionally. It happens because success can create a false sense of permanence. Strong markets test discipline just as much as weak ones. Membership professionals often feel this shift first. They recognize that while the waitlist looks healthy, the systems supporting long-term acquisition still require attention.

The Evolving Role of the Membership Professional

In a high-demand environment, the role of membership leadership changes. It becomes less about generating urgency and more about protecting momentum.

That may include:

• Forecasting beyond the current waitlist
• Preparing leadership for market normalization
• Tracking engagement patterns among prospective members
• Advising on sustainable initiation fee positioning
• Ensuring acquisition systems remain structured and measurable

A full club does not reduce the importance of membership leadership. It elevates it. Professionals in this space are not simply managing volume. They are safeguarding long-term viability.

Metrics That Still Matter

Even when applications are steady, disciplined tracking remains essential.

Strategic indicators may include:

• Inquiry-to-application conversion trends over time
• Average time from first inquiry to commitment
• Source mix (referral, digital, relocation, internal promotion)
• Attrition patterns by tenure or demographic segment
• Age distribution shifts within the membership base

These metrics are not about reacting to decline. They are about identifying early signals and maintaining alignment between growth and capacity. Strong demand is an opportunity to strengthen data discipline, not relax it.

Planning Beyond the Current Cycle

The post-pandemic surge in private club demand was exceptional. In many markets, it accelerated growth timelines and created unprecedented momentum.

However, markets eventually normalize. Economic cycles shift. Member expectations evolve. Generational preferences change.

Clubs that use strong periods to refine systems, strengthen reporting, and clarify strategy are better positioned for long-term stability, regardless of what the next cycle brings.

This is not a call for alarm. It is a call for maturity.

Beyond the Waitlist

A waitlist is an achievement. It reflects years of investment, brand strength, and operational excellence. But it is not the finish line.

The most stable clubs are not defined by the length of their waitlists. They are defined by the strength of their systems.

For membership, marketing, communications, and sales professionals, the goal is not simply to manage demand. It is to build structure that sustains it. Strong markets create opportunity. Strategic discipline ensures it lasts.

Every membership organization faces the same quiet challenge: someone joins, pays their dues, receives a welcome email — and then… nothing. No hand to shake. No familiar face. No one to answer the question they're too embarrassed to ask. Before long, that enthusiastic new member becomes a disengaged one, and eventually, a former member. The first year of membership is the most critical window for building loyalty, connection, and long-term retention, and yet it's often the least structured part of the member journey.

Seattle Yacht Club (SYC) knew this story well.

A Growing Club with a Growing Challenge

With more than 100 prospective member interest forms submitted annually and nearly half of those leads reporting that they don't know any existing Club members, SYC faced a real structural gap. Each membership application requires the support of four existing members, and with Seattle's ever-expanding workforce drawing thousands of new residents to the area, the Club's traditional, relationship-driven onboarding model simply wasn't keeping pace. It wasn't feasible for senior staff to personally orient every new member, and without a structured process, people were falling through the cracks.

So they built one.

The Solution: A Peer-Powered Ambassador Program

In 2025, SYC launched its New Member Ambassador Program — a structured, volunteer-driven initiative that pairs each new adult member with an experienced Club member who serves as their personal guide through their first year. The concept is elegantly simple: passionate, knowledgeable members share what they love about the Club with the people who need it most.

Ambassadors welcome new members, introduce them to Club governance, facilities, events, and social groups, answer questions, and serve as a consistent point of contact throughout that foundational first year. The program was championed by SYC's Membership Director and Vice Commodore, vetted through the Membership Committee, and approved by the Board of Trustees, ensuring institutional buy-in from the start. Within two months of opening recruitment, 28 volunteers had signed up.

The results spoke for themselves. The 2025 program supported 47 new memberships, and new members consistently reported feeling welcomed, informed, and confident navigating their early days, with several noting they felt like part of the community almost immediately. Ambassadors, meanwhile, described the experience as personally rewarding, citing the chance to give back, grow their leadership skills, and actively shape Club culture.

Listening, Learning, and Leveling Up: The 2026 Enhancements

What makes SYC's approach particularly worth noting isn't just that they built a strong program - it's that they kept improving it.

The Ambassador Program actually has roots going back to 2020, when an earlier version was launched to help convert qualified leads into new members. That program was cut short by the pandemic, but the lessons it generated weren't lost. The 2025 relaunch focused specifically on the first-year experience, and now in 2026, SYC is combining the best of both efforts into an Enhanced Ambassador Program that covers the full member journey, from first contact to fully integrated member.

The 2026 enhancements introduce two distinct Ambassador tracks. A Full Service Ambassador engages with prospective members from the very first point of contact, helping to build the relationship, shepherd them through the application process, and then continuing as their primary contact through their first year of membership. A First Year Ambassador picks up at the point of membership activation and focuses on integration and engagement through that critical inaugural year. This flexibility allows SYC to match the right Ambassador to the right role, and to better serve prospective members who may not yet know anyone at the Club.

The Membership Director's role has also expanded accordingly, now encompassing recruitment and pre-qualification of prospective members, pairing them with Full Service Ambassadors earlier in the process, and providing ongoing touchpoints and reminders throughout the first year.

Why This Matters Beyond Yacht Clubs

SYC's evolving Ambassador Program is a compelling case study in what it looks like to treat member onboarding as a living, breathing strategy rather than a one-time initiative. The program has been thoughtfully refined through year-over-year learning, member feedback, and honest reflection on what was and wasn't working. That iterative mindset — the willingness to ask "how do we make this better?" — is what separates programs that sustain long-term member satisfaction from those that plateau or fade.

The takeaway for membership organizations of all kinds is clear: building a great onboarding program is the beginning, not the finish line. Member needs evolve. Community dynamics shift. A program that worked beautifully in year one may need recalibration by year three. The organizations that stay ahead of member expectations are the ones committed to continuous improvement — not just in their programs, but in their culture.

An Ambassador program, done well, doesn't require a massive budget. It requires identifying the right volunteers, equipping them with the right tools, and trusting them to do what engaged members naturally want to do — welcome others into the community they've helped build.

Want to see exactly how SYC structured their program, from roles and responsibilities to recruitment collateral and the 2026 enhancements? Read the full case study and program overview for an in-depth look at a model worth emulating.

Read the Full Case Study →

The Greater Denver Chapter’s 2026 Membership Directors Retreat in Colorado Springs brought together members for two days of meaningful conversation, fresh ideas, and valuable connection. The retreat provided a balance of professional insight and relationship building, reinforcing the strength of the chapter community.

The experience began at Flying Horse Resort and Club, where attendees toured the property and gained insight into operations and the overall member experience. The group then continued to Colorado Springs Country Club for a hosted lunch and tour, extending conversations while exploring another unique club environment. Each visit offered a distinct perspective, encouraging thoughtful discussion and idea sharing.

Accommodations at The Broadmoor added a memorable element to the retreat. Experiencing the property as guests provided a deeper appreciation for its service, attention to detail, and overall atmosphere. The evening included participation in a classic Broadmoor tradition, pin bowling, creating a relaxed and enjoyable opportunity for connection. Dinner at the Golden Bee brought the group together for a casual and engaging close to the day.

The following morning began with breakfast before a tour of The Broadmoor’s facilities. A highlight was the Hall of Fame, where the rich history of Colorado and the private club industry was on display. With several member clubs represented, the experience created a strong sense of connection and shared pride.

The group then visited the Country Club of Colorado, completing a series of club tours that showcased a range of operational approaches and member engagement strategies. Throughout the retreat, the backdrop of Colorado Springs provided exceptional views that enhanced the overall experience.

The retreat concluded at Garden of the Gods, where attendees enjoyed lunch overlooking the iconic Kissing Camels. The setting provided a memorable and fitting conclusion to the two days.

Beyond the scheduled tours and programming, the retreat highlighted the collaboration, openness, and willingness to share ideas that define the Greater Denver Chapter. The event served as a valuable opportunity for members to learn from one another while strengthening professional relationships.

A special thank you goes out to Leah Callier, President of the Greater Denver Chapter, for putting together such an amazing event! 

While prestige, amenities, and exclusivity still matter, they are rarely the deciding factors on their own. Today’s prospective members approach club membership with a different lens, shaped by transparency, lifestyle alignment, financial scrutiny, and digital first research behavior.

For membership, marketing, communications, and sales professionals, understanding how prospects actually think is no longer optional. It is central to sustainable growth.

Prestige Is Assumed. Clarity Is Evaluated.

Most serious prospects begin their search assuming that any club they are considering offers quality facilities and strong programming.

What they evaluate more carefully is clarity:

• How transparent is the club about costs and expectations
• How clearly does the club communicate its culture
• Are policies and processes easy to understand
• Does leadership appear aligned and confident

Ambiguity creates hesitation. Clarity builds confidence.

When information feels fragmented, overly guarded, or inconsistent across channels, prospects may interpret that as risk, even if the club itself is strong.

The Research Phase Happens Before the First Conversation

Today’s prospects often complete a significant portion of their evaluation before ever speaking with a membership director.

They review:

• The club’s website
• Social media presence
• Press mentions
• Online reviews
• Peer recommendations
• Public facing leadership communication

They assess tone, professionalism, and culture cues. They compare experiences across clubs more easily than ever.

By the time a prospect schedules a tour, impressions are already forming. Membership and marketing professionals are no longer guiding the entire discovery journey. They are stepping into one already in progress.

Culture Fit Matters More Than Exclusivity

Historically, exclusivity and scarcity were powerful drivers of demand. While scarcity still carries weight, today’s prospects are equally focused on fit.

They ask themselves:

• Will my family feel comfortable here
• Does this community align with our lifestyle
• Will we actually use the club
• Are expectations clear
• Do current members reflect who we want to spend time with

Prestige may open the door. Alignment determines whether they walk through it.

This shift requires clubs to communicate not just what they offer, but who they are.

Financial Decisions Are More Scrutinized

Prospective members are increasingly analytical about financial commitments.

Initiation fees, assessments, dues structures, and capital planning are evaluated with more rigor, especially among younger prospects and dual income households.

They are not necessarily price sensitive. They are clarity sensitive.

Uncertainty around financial structure creates friction. Transparency builds trust.

Membership professionals who can explain the reasoning behind financial models, not just the numbers, often strengthen confidence significantly.

Decision Cycles Are Slower and More Intentional

Strong demand does not mean rushed decisions.

In many markets, prospects are taking longer to commit. They are comparing options more carefully. They are involving spouses and families more deeply in the process. They are evaluating lifestyle trade offs more explicitly.

Longer cycles do not signal declining interest. They signal thoughtful evaluation.

Clubs that understand this shift are better positioned to maintain engagement without applying unnecessary pressure.

Signals That Influence Modern Prospects

Today’s prospects often look for subtle indicators of long term stability and culture health:

• Consistency in messaging
• Professionalism in communication
• Clear event structure and organization
• Alignment between what is promoted and what is delivered
• Transparency during capital or policy changes

Inconsistent communication or unclear expectations may not immediately disqualify a club, but they introduce doubt.

Modern prospects are evaluating not just the amenities, but the management.

What This Means for Membership Professionals

Understanding modern evaluation behavior allows membership and marketing professionals to adjust positioning, messaging, and internal alignment accordingly.

It may require:

• Reviewing how clearly financial structures are explained
• Ensuring consistency across communication channels
• Clarifying how culture is articulated during tours and presentations
• Aligning internal departments around shared messaging
• Anticipating questions earlier in the process

The goal is not to change who the club is. The goal is to ensure that who the club is can be clearly seen and understood.

The Modern Prospect Is Thoughtful, Not Skeptical

Today’s prospects are not more difficult. They are more informed.

They want clarity. They want alignment. They want confidence in the long term value of membership.

Clubs that communicate clearly, operate consistently, and articulate their culture effectively will continue to attract strong candidates, even as evaluation behaviors evolve.

For membership professionals, the opportunity is clear:

The more you understand how prospects think, the more effectively you can position your club, not just as desirable, but as aligned.

When branding and communication work well, members rarely notice them. They simply feel clarity, connection, and consistency at every interaction.

As more clubs evaluate how they define and communicate who they are, Gate Hospitality Group offers a compelling real world example of what happens when brand alignment moves beyond messaging and into action.

Representing four distinct private clubs, Gate Hospitality Group faces a challenge many multi entity organizations recognize: how do you create a cohesive brand experience while honoring the individuality of each club? Rather than treating that complexity as a limitation, their team leaned into it. Through collaboration, intentional communication, and shared storytelling, they created something entirely new.

Their Haunted Mansion event was not just a Halloween program. It was a brand moment.

Collaboration as a Brand Signal

What made this initiative stand out was not just the creativity of the event, but how it was executed. Planning began months in advance and involved team members across departments, roles, and club locations. From front line staff to executive leadership, everyone played a part in designing, rehearsing, promoting, and delivering the experience together.

That internal collaboration mattered. Members felt it. The energy, consistency, and confidence of the staff reinforced a powerful brand message: this is an organization that operates as one, even across multiple clubs.

Communication That Built Anticipation and Clarity

Equally important was how the experience was communicated. Rather than relying on a single announcement or standard event promotion, all four clubs treated communication as part of the experience itself.

Teaser content, countdown messaging, and consistent visual cues were shared across multiple channels including member apps, newsletters, in club displays, and staff conversations. Every touchpoint reinforced the same story, tone, and sense of anticipation.

The result? The event sold out in 30 minutes, welcomed more than 700 attendees, generated a waitlist, and became a shared cultural moment across all four clubs.

Beyond One Event

Perhaps most telling is what happened after the event concluded. Members visited clubs they had never stepped foot in before. Interest in multi club memberships increased. Referrals rose. Internally, teams emerged more connected and energized.

This was not simply successful programming. It was brand alignment in action. A clear identity communicated consistently and delivered collaboratively.

As clubs look ahead to 2026 and beyond, Gate Hospitality Group offers a powerful reminder: brand is not a logo or a tagline. It is how teams work together, how stories are told, and how experiences are felt long before and long after an event takes place.

Ready to see how they did it?
Read the full case study and explore the strategy behind the results.

Many clubs have taken the time to define their brand. Fewer have taken the next step: translating that strategy into a clear, consistent voice that members actually recognize.

This is where breakdowns often occur. Communications become overloaded. Messaging becomes generic. Events are promoted without context. Members are not disengaged because they do not care, they are disengaged because they are unsure what matters.

Strong brand communication starts with discipline, not volume.

Clubs that communicate effectively tend to ask a few key questions before hitting send:

• Who is this for?

• What do we want members to feel or do?

• Does this sound like us?

• Is this reinforcing or diluting our identity?

When these questions go unanswered, even well-intentioned messaging can weaken brand clarity. Tone shifts. Priorities blur. Members tune out.

Practical steps clubs can take include auditing communication channels, clarifying audience segments, and establishing a shared internal understanding of voice and tone. Consistency across emails, event promotions, digital platforms, and in-club messaging matters more than perfection.

Brand is reinforced in everyday interactions. Clear, consistent communication ensures members understand the club’s priorities, feel confident in their experiences, and remain engaged.

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Note: The following example is based on a real capital improvement initiative at a private club. The club name has been changed to protect privacy, but the lessons are real and increasingly common across the industry.

In private clubs, communication is often treated as a delivery mechanism, with emails sent, meetings scheduled, information shared. But communication is never just transactional. It operates on multiple levels at once: what is said, what is emphasized, how often updates are provided and what is left unsaid all shape member perception.

And perception, over time, becomes brand.

A recent capital improvement initiative at Lakeside Reserve Club offers a powerful reminder that communication must be treated as a long-term strategy, not a series of moments, especially when governance decisions, assessments and the future direction of the club are involved.

Communication Is an Institutional Strategy

Effective club communication does more than inform. At its best, it aligns message to market, intent to outcome and timing to trust. It recognizes that members receive communication not only through formal updates and presentations, but through subtler signals such as visibility, transparency, cadence and tone.

These subliminal cues matter just as much as direct messaging. When communication is consistent and intentional, members feel included and confident. When it is sporadic or absent, members fill in the gaps themselves.

At Lakeside Reserve, the board began a major renovation initiative with strong intentions and a sound approach. Early in the process, members were invited into the conversation through surveys and town halls. Feedback was largely positive. Encouraged by that response, the board committed to a multi-year planning effort to thoughtfully develop the project.

The issue was not the plan. It was what happened (or didn’t happen) next.

When Dialogue Stops, Assumptions Start

As the project evolved over the next three years, communication did not keep pace with the work. Designs were refined, scope was clarified and costs became better defined, but members were not regularly brought along in that evolution.

During that same period, member realities changed. Economic conditions shifted. Long-term residents aged. New members joined. Sensitivities around assessments and affordability increased. Without ongoing communication, members’ understanding of the project remained frozen in time while the project itself moved forward.

When the board eventually reconvened the membership to unveil the final renderings, the reaction was swift and emotional. Members were not just surprised - they were alarmed. The scale of the improvements felt disconnected from what they believed had been discussed years earlier.

The result was immediate rejection of the project. More damaging, however, was the erosion of trust. Members questioned governance. Neighbors turned against one another. A community that had once been aligned fractured along lines of perception and belief.

What failed was not the vision. It was the communication strategy.

Transparency Is Not an Event

Capital projects often require more than early input and final approval. They require sustained hand holding. Transparency is not achieved through a single town hall or a polished presentation. It is built incrementally, through regular updates, shared context and visible decision-making.

When communication pauses for extended periods, silence becomes its own message. Members may interpret that silence as exclusion, avoidance or disregard—even when none is intended. Over time, that perception reshapes how leadership is viewed and how the club’s brand is experienced.

In this case, the absence of communication allowed expectations to drift so far from reality that reconciliation became nearly impossible in one moment.

Rebuilding After the Breakdown

After the initial rejection, outside advisors were brought in to help reset not just the project, but the communication approach surrounding it. The focus shifted from presenting a finished plan to restoring dialogue and rebuilding confidence through clarity, consistency and visibility.

Rather than relying on sporadic updates or large group forums alone, the club implemented a sustained communication cadence designed to meet members where they were. This included a weekly email campaign that highlighted specific components of the proposed improvements—what would change, what would not and why each element mattered. Each message focused on a single area or decision, allowing members to absorb information gradually rather than all at once.

Visual communication played a critical role. Detailed renderings were shared alongside written explanations, supplemented by short videos that walked members through proposed upgrades and design considerations. This combination helped reduce ambiguity and addressed concerns that had grown during the years of silence.

To further anchor transparency, the club developed a comprehensive capital improvements playbook. The playbook outlined the full scope of the project, including timelines, renderings and explanations, and was distributed both digitally and in print. Providing a physical copy reinforced accessibility and ensured all members—regardless of digital engagement—had the same information.

These efforts were supported by smaller, focused meetings and feedback opportunities that allowed members to ask questions, voice concerns and feel reconnected to the process. The goal was not to persuade, but to reestablish trust through consistent, open communication.

Outcome: When Dialogue Is Restored

With clearer information, sustained communication and renewed engagement, members were ultimately able to evaluate the project with increased confidence. After the communication strategy was reset and dialogue restored, the membership voted to move forward with the capital improvement project.

The outcome underscores an important point: opposition was not completely driven by resistance to change, but by a breakdown in communication. Once clarity replaced uncertainty, the community was able to align around a shared vision for the club’s future.

However, another factor that must always be considered when communicating projects necessitating assessments is socio economic change.  Fixed income residents or members, particularly those living from net worth over an extended period of time, are far more sensitive to financial obligations they feel might jeopardize their ability to sustain membership. This underscores the need to communicate by audience as circumstances can be vastly different depending on the demographic.

What Clubs Can Learn

Lakeside Reserve’s experience is not unique. Many club’s approach communication adequately at the outset of major initiatives, then allow updates to fade as work moves behind the scenes. The lesson is not that clubs must communicate constantly—but that communication must be intentional, continuous and aligned with the stakes involved.

Clubs navigating capital projects should ask themselves:

• Are we maintaining dialogue throughout the process, not just at milestones?
• Are we acknowledging that member circumstances and perceptions evolve over time?
• Are we managing expectations, not just information?
• What might our silence be communicating?

Communication is one of the most powerful brand tools a club possesses. Used strategically, it builds confidence, alignment and shared ownership. Used inconsistently—or allowed to lapse—it can quietly undermine even the most thoughtful plans.

In private clubs, communication is not an accessory to strategy. It is the strategy.

In private clubs, branding is often misunderstood as a visual exercise, including logos, colors, fonts, and templates. But for members, brand shows up in far more subtle and powerful ways: how clearly information is communicated, how consistently experiences are delivered, and how confident the club feels in its identity.

Today’s members are not confused because clubs lack branding. They are confused because messaging, experiences, and expectations are often misaligned. Event calendars feel crowded but uninspiring. Communications feel frequent but unclear. Experiences feel familiar but no longer distinctive.

These gaps rarely trigger complaints. Instead, they show up quietly in lower engagement, declining participation, and members tuning out communications altogether.

At its core, brand in a club environment is about clarity:

• Who is this club for?

• What does it prioritize?

• What can members expect consistently?

When clubs answer these questions clearly and communicate them intentionally, everything else becomes easier. Programming aligns. Messaging sharpens. Experiences feel purposeful instead of transactional.

As PCMA focuses on branding and communications this March, the goal is not to reinvent clubs’ identities, but to help leaders recognize where clarity has eroded and how consistency can be restored across teams, channels, and member touchpoints.

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In many private clubs today, membership numbers are strong, but engagement feels uneven. Participation fluctuates, newer members take longer to integrate, and long tenured members quietly disengage without ever raising concerns.

This pattern often leads clubs to ask the wrong question: What more should we offer?
In reality, the better question is: What is getting in the way?

More often than not, declining engagement is not caused by a lack of interest. It is caused by friction.

Why friction matters more than programming

Friction refers to the small, often invisible barriers that make participation feel harder than it should. These barriers rarely generate complaints. Instead, they show up as hesitation, avoidance, or gradual disengagement.

Research across hospitality and consumer experience consistently shows that people disengage when experiences require unnecessary effort. According to Harvard Business Review, even minor inconveniences can significantly reduce satisfaction and follow through, especially when expectations are high.

In a club environment, where belonging and ease are central to perceived value, friction has an outsized impact.

The most common sources of friction in clubs today

1. Communication friction

Members receive a high volume of messages, but not always clear guidance.

Common issues include:

• Too much information delivered at once

• Unclear sequencing of messages

• Vague descriptions of who experiences are for

• Inconsistent tone across platforms

When communication lacks clarity, members hesitate, not because they are not interested, but because they are unsure what is expected.

2. Digital friction

Technology is meant to simplify the member experience, but it often does the opposite. Research from the Pew Research Center shows that even digitally capable users disengage when systems feel confusing or time consuming.

In clubs, this often looks like:

• Difficulty navigating apps or portals

• Confusing registration processes

• Too many notifications without context

• Unclear next steps

Members do not complain. They simply stop using the tools.

3. Social friction

Social hesitation is one of the least discussed, yet most powerful, drivers of disengagement.

Newer members often wonder:

• Will I know anyone?

• Is this for people like me?

• Am I showing up the right way?

Without intentional guidance, members may avoid experiences altogether. According to McKinsey & Company, confidence and emotional safety are key predictors of participation in community based experiences.

4. Service friction

Inconsistency in service is rarely dramatic, but it is deeply felt.

Small issues can quietly erode trust, such as:

• Staff unfamiliarity with newer members

• Inconsistent greetings or follow ups

• Varying service tone across departments

Members may tolerate imperfections, but inconsistency signals a lack of care.

Why friction is hard to see internally

One of the greatest challenges with friction is that long tenured staff and members no longer experience it. Processes feel familiar. Systems feel intuitive. Social norms are assumed.

But for newer members, or those who are less socially confident, these same systems can feel opaque and uncomfortable.

This is why friction must be intentionally identified, not passively observed.

Reducing friction creates engagement without adding more

High performing clubs are shifting away from adding more programming and toward experience engineering, designing clarity, ease, and confidence into the member journey.

They focus on:

• Clear communication and expectation setting

• Simpler digital interactions

• Intentional social guidance

• Consistent service standards

The result is not just higher participation, but stronger emotional connection and long term loyalty.

Why this matters now

As member expectations continue to rise, tolerance for inconvenience continues to fall. Clubs that reduce friction will outperform those that simply add offerings.

Engagement does not disappear overnight. It erodes quietly, one small barrier at a time. The clubs that recognize and remove those barriers will be best positioned for long term success.

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They like the club but they don’t always feel like they belong.

This disconnect is rarely the result of poor programming or lack of effort. More often, it’s a signal that belonging has been assumed, rather than intentionally designed.

Why Satisfaction Doesn’t Always Equal Belonging

Satisfaction is transactional. Belonging is emotional.

A member can be satisfied with dining quality, facilities, and service standards while still feeling:

• Unseen

• Unsure of their place

• Hesitant to engage

• Socially peripheral

Research in behavioral science and community psychology consistently shows that people can enjoy an environment without feeling connected to it. According to Harvard Business Review, belonging is driven less by access and more by recognition, confidence, and social inclusion.

In clubs, this distinction matters. Satisfaction may sustain membership. Belonging sustains engagement.

Where Disconnection Quietly Begins

Disconnection rarely shows up as a complaint. It shows up as:

• Members attending fewer experiences over time

• Hesitation to try new offerings

• Limited interaction beyond routine usage

• Reduced emotional investment

This often begins early. Particularly during onboarding and the first year of membership, when members are still learning norms, relationships, and expectations. Clubs frequently assume that once someone joins, connection will happen naturally. In reality, belonging requires guidance.

The Role of Confidence in Belonging

Confidence is one of the most overlooked drivers of engagement. Members may ask themselves:

• Am I showing up the right way?

• Is this experience for people like me?

• Will I feel comfortable attending alone?

• Do people notice if I’m there or not?

When confidence is low, even interested members may opt out. According to McKinsey & Company, emotional safety and clarity are critical to participation in community-based environments. Without intentional experience design, clubs unintentionally place the burden of integration on the member.

Belonging is Shaped in Small Moments

Belonging is not created by one big experience. It is built through repeated, everyday interactions that signal awareness and inclusion.

These moments include:

• Being greeted by name

• Receiving communication that feels relevant

• Feeling expected at an experience

• Being guided, not left to figure things out

• Having preferences remembered or acknowledged

According to Ritz-Carlton Leadership Center, these small signals of care accumulate to form emotional loyalty over time. When they’re missing, members may still enjoy the club but feel peripheral to it.

Why Clubs Unintentionally Design for Insiders

Many club experiences are designed by and for long-tenured members, often without realizing it.

Insiders:

• Understand unspoken norms

• Know where to go and who to sit with

• Feel comfortable navigating systems and social spaces

Newer or less confident members do not share that familiarity. When experiences are not intentionally framed or guided, clubs unintentionally reinforce insider-outsider dynamics. Belonging erodes not because clubs are unwelcoming—but because welcome is not continually reinforced.

Designing Belonging Through Experience Engineering

Experience engineering reframes belonging as something that can be intentionally designed.

High-performing clubs focus on:

• Clear expectation-setting before experiences

• Guided early interactions

• Consistent recognition across departments

• Personalization that reinforces relevance

• Reduced friction in social and digital touchpoints

These practices reduce hesitation and increase confidence—creating space for connection to form naturally.

Belonging Strengthens Engagement and Retention

Belonging is not a soft concept. It has measurable impact.

Studies across hospitality and membership-based organizations show that emotional connection drives:

• Higher participation

• Stronger advocacy

• Greater resilience during change

• Increased long-term loyalty

Research from Deloitte indicates that people who feel a sense of belonging are significantly more likely to stay engaged and invested over time. In clubs, this translates directly to usage, retention, and community vitality.

Why This Matters Now

As clubs welcome younger, more diverse, and less club-native members, belonging can no longer be assumed. Expectations around inclusion, personalization, and clarity are higher than ever.

Clubs that intentionally design belonging, rather than leaving it to chance, will be better positioned to build engaged, connected communities for the long term.

Members don’t disengage because they don’t care. They disengage because they never fully felt like they belonged.

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Members do not experience the club in isolated moments. They experience a story, one shaped by tone, clarity, consistency, and relevance across every message they receive. When communication lacks intention or alignment, even well-designed experiences can fall flat. When communication is thoughtful and cohesive, everyday interactions feel more meaningful, easier to navigate, and more valuable.

Why Communication Is a Core Experience Driver

Member communication is no longer just informational it's experiential.

Research across hospitality and membership-based organizations shows that expectations formed before an experience strongly influence how that experience is perceived. According to Harvard Business Review, expectations act as a filter: when people understand what to expect, they are more likely to feel satisfied and confident during the experience itself.

In clubs, this plays out daily:

• Members decide whether to attend based on how an experience is positioned
• Confusion or overload creates hesitation
• Clear, relevant messaging builds confidence and participation

In many cases, disengagement isn’t driven by lack of interest it’s driven by a lack of clarity.

Narrative, Tone and Clarity Matter More Than Frequency

Clubs often communicate frequently, but not always intentionally. Members receive emails, app notifications, newsletters, dining updates, event promotions, and policy reminders; often without a clear narrative connecting them.

Studies from McKinsey & Company show that personalization and relevance matter more than volume. Members are more likely to engage when messages feel designed for them, rather than broadcast at them.

Effective communication:

• Uses a consistent voice and tone
• Explains why an experience matters, not just what it is
• Frames expectations clearly (who it’s for, what it involves, how it fits into club life)

When communication lacks narrative and clarity, members may opt out. Not because they aren’t interested, but because they aren’t sure the experience is meant for them.

Segmentation Is About Relevance, Not Complexity

Personalization does not require dozens of lists or overly complex systems. In fact, segmentation is most effective when it is simple and purposeful.

Industry research from Deloitte highlights that consumers respond best when communication aligns with their behaviors, interests, and life stage—not just demographics.

For clubs, this can include:

• Segmenting by usage patterns (dining-focused, golf-focused, family-focused)
• Adjusting tone and framing for newer vs. long-tenured members
• Tailoring pre-event messaging based on familiarity or experience level

Segmentation helps ensure members understand why an experience is relevant to them reducing hesitation and increasing participation.

Reducing Digital Friction Through Better Framing

Digital friction is one of the most common sources of disengagement today. Members may struggle with apps, registration processes, or information overload but often the issue is not the platform itself, it’s the communication around it.

Research from Pew Research Center shows that even digitally capable audiences disengage when systems feel confusing or time-consuming.

Clubs can reduce friction by:

• Pre-framing digital interactions (“Here’s what to expect”)
• Using plain language instead of internal terminology
• Limiting unnecessary steps and messages
• Reinforcing next steps clearly

When members feel confident navigating digital touchpoints engagement rises, not because technology improved, but because clarity did.

Pre-Framing Experiences Builds Confidence and Belonging

Pre-framing is one of the most effective and underused communication strategies in clubs.

Whether it’s a dining experience, onboarding moment, wellness offering, or social program, members benefit from knowing:

• Who the experience is designed for
• What participation looks like
• How formal or casual it will feel
• How it fits into the broader club experience

According to research from Ritz-Carlton Leadership Center, confidence and comfort are foundational to emotional loyalty. When members feel prepared, they are more likely to participate and feel a sense of belonging.

Positioning Value Without Overselling

Today’s members are highly attuned to authenticity. Overselling an experience or relying on hype can create disappointment if expectations are not met.

Best-in-class communication focuses on:

• Clear value, not exaggerated promises
• Honest framing that aligns with delivery
• Consistent messaging across channels

When communication accurately reflects the experience, trust grows, and trust is a key driver of long term engagement.

From Calendar to Campaign: Rethinking the Communications Plan

Many clubs operate with a communications calendar that is full, but fragmented. High-performing clubs are shifting toward experience-based campaigns where communications reinforce a shared theme, purpose, and narrative over time.

This approach:

• Connects individual messages into a cohesive story
• Reinforces brand and culture
• Helps members understand how experiences relate to one another
• Strengthens perceived value across the year

Communication becomes part of the experience itself not just a promotional tool.

Why This Matters Now

As member expectations continue to evolve, clubs that align experience design with intentional communication will be better positioned to sustain engagement, usage, and belonging. The story behind the experience matters just as much as the experience itself.

When communication is clear, relevant, and well-framed, members don’t just attend they connect.

Feel Free To Continue The Discussion In Our Forums

In today’s private club environment, engagement is no longer driven by programming alone. It is shaped by how members are welcomed, supported, and connected across the entire membership lifecycle.

At Missouri Athletic Club, that understanding has led to a thoughtful shift in how engagement is designed and delivered. Under the leadership of Elizabeth Brown, the Club has reimagined onboarding, communication, and lifecycle touchpoints to create a more intentional, relationship-driven member experience.

The result is a model that prioritizes belonging, clarity, and long-term connection, not just activity.

A Post-Pandemic Shift Toward the “Whole Member”

Like many clubs, the Missouri Athletic Club experienced significant change following the COVID-19 pandemic. As routines shifted and remote work increased, members began using the Club differently, not only as a social or athletic destination, but also as a workspace and daily hub.

While early efforts focused on sustaining membership growth, MAC leadership recognized that long-term retention and engagement required a deeper approach. The hiring of a dedicated Member Engagement Manager in mid-2024 marked a turning point, allowing the Club to intentionally design experiences that support members socially, athletically, and professionally.

Key Engagement Initiatives at MAC

Elizabeth and the MAC team focused on experience engineering, not adding complexity.

Core initiatives include:

1. Hospitality-Driven Onboarding

Onboarding was redesigned to feel warm, personal, and confidence-building:

• Beverage welcome and personal introductions
• Conversational tours tailored to member interests
• Thoughtful departure moments, including gifts from the pastry kitchen
• Invitations to stay and experience the Club organically

This approach shifts onboarding from transactional to relational, setting expectations while reinforcing belonging from the first interaction.

2. Blended Orientation Experiences

Traditional orientations were reimagined as social, immersive events:

• Branded welcome gifts representing social, athletic, and professional pillars
• Staff-led tastings and experiential touchpoints
• Peer-to-peer connection with Membership Committee representatives
• Optional group dining, tours and informal networking

For members unable to attend group sessions, one-on-one orientations ensure accessibility and flexibility.

3. Structured Post-Orientation Touchpoints

MAC implemented a clear communication cadence during the early months of membership:

• Welcome letters from leadership
• Fitness and youth program outreach
• Satisfaction surveys and feedback loops
• Invitations to “Clubs within the Club”

These touchpoints reduce friction, reinforce awareness, and guide members through early engagement, particularly during the critical first 90 days.

4. Engagement Events That Build Confidence

Rather than focusing on scale, MAC designed two annual new-member events that emphasize connection:

• MAC Club Crawl - a family-friendly, staff-forward introduction to the Club
• Meet Me at the MAC - an evening, peer-focused event encouraging social integration

Participation doubled over time, signaling increased comfort and confidence among newer members.

5. Lifecycle Recognition & Legacy

MAC reinforces emotional connection through milestone recognition:

• Birthdays with handwritten notes and complimentary lunches
• Membership anniversaries with tiered recognition
• Multi-generational stories shared in Club communications

These moments reinforce belonging long after onboarding ends.

Results & Early Impact

While some initiatives are still evolving, early outcomes are notable:

• Resignations declined from 218 (FY 2023) to 186 (FY 2025)
• Surveys confirm high satisfaction with onboarding and orientation
• Feedback directly informed service improvements
• Engagement event attendance more than doubled over time

These results reflect the impact of designing experiences intentionally, not reactively.

Why This Matters for Other Clubs

Missouri Athletic Club’s approach demonstrates that engagement is not built through isolated moments. It is built through clear expectations, consistent touchpoints, and thoughtful recognition across the membership lifecycle.

For clubs navigating changing member behaviors, MAC’s work offers a practical, replicable model grounded in experience design, not overprogramming.

Download the Full Case Study

To explore MAC’s engagement strategy in detail, including communication cadence, event design, and lifecycle recognition, download the full case study below.

Download The Case Study

Member disengagement rarely announces itself with angry letters or dramatic confrontations. Instead, it unfolds quietly through unopened emails, declining event participation, and conversations that shift from enthusiasm to polite ambivalence.

Across the private club industry in 2026, leaders are encountering a puzzling paradox. Membership counts remain steady, even growing, yet something fundamental feels different. Energy is lower. Participation is plateauing. The intangible sense of connection that once defined the member experience is becoming harder to sustain.

The danger isn't that these shifts are catastrophic. It's that they're gradual and easy to rationalize, easy to postpone addressing, and easy to miss until attrition becomes the only metric that matters.

The encouraging news is that most value erosion is both detectable and reversible when clubs know what to watch for. Below are seven signals that members are quietly questioning their investment, along with actionable strategies to address each one before dissatisfaction calcifies into resignation.

Signal 1: Digital Silence Replaces Digital Engagement

What you're seeing:
Email open rates drift downward. Click through rates decline. Members who once eagerly consumed every newsletter now scroll past without opening. And yet, strangely, no one complains.

Why it matters:
Digital disengagement is almost always the earliest indicator of emotional disengagement. When members stop reading your communications, they stop noticing your improvements, your programming, and your value building efforts. You become background noise.

What's driving it:
Inbox overload competing with dozens of other organizations vying for attention. Generic messaging that feels impersonal and interchangeable, aimed at everyone and therefore resonating with no one. Information density that prioritizes logistics over meaning, leaving members unable to quickly discern why they should care.

How to reverse it:
Segment communications based on actual behavior, not just demographics. A member who consistently books pickleball courts shouldn't receive the same messaging as someone exploring wellness programming.

Reduce volume and increase clarity. Fewer emails with stronger purpose outperform daily updates that feel obligatory.

Lead with relevance. Open with why this matters to the member's specific experience, not with administrative details or dates.

Audit ruthlessly. Subject lines, send timing, and mobile readability all either earn attention or train members to ignore you.

The clubs seeing the strongest engagement aren't sending more communications. They're treating every message as a value signal, not just an information delivery system.

Signal 2: A Full Calendar That Feels Empty

What you're seeing:
Your events calendar is packed. Programming runs consistently. Yet attendance plateaus, and you keep seeing the same committed core at every function while the broader membership remains conspicuously absent.

Why it matters:
Low participation isn't always a programming quality problem. More often, it's a misalignment problem. What you're offering doesn't match what members actually want right now, in this season of their lives, or the messaging is off base.

What's driving it:
Programming fatigue. Members see variations on familiar themes and think, "We've done this before." Events designed for broad appeal that end up appealing to no one specifically. Registration friction, inconvenient timing, or unclear value propositions that make saying yes feel like work.

How to reverse it:
Shift from large, generic events to curated micro experiences. Smaller, targeted gatherings often create deeper connection and stronger return than ambitious productions with disappointing turnout.

Design around member intent. Is this primarily social? Family focused? Wellness oriented? Professional networking? Clarity of purpose creates appeal and attracts the right audience.

Build fewer events, then market them strategically and follow up intentionally. Quality and promotion beat quantity and assumption.

Before finalizing any event, ask:
Who is this really for?
If the answer is everyone, reconsider. Focus on smaller, more relevant activities rather than trying to be all things to all people.

Signal 3: Complaints Get Quieter, Not Louder

What you're seeing:
Fewer emails to management. Fewer suggestions at member forums. Fewer issues raised directly. Leadership might even feel relieved, perhaps misreading silence for satisfaction.

Why it matters:
Silence is not satisfaction.

Members who feel genuinely heard continue to speak up. Members who feel dismissed, ignored, or like their feedback disappears into a void disengage quietly, conserving emotional energy for battles they believe they can win.

What's driving it:
Past feedback that didn't result in visible action or explanation. Perception that leadership is defensive or unreceptive to criticism. Emotional fatigue. Members don't want to be that person who's always raising concerns.

How to reverse it:
Close the feedback loop publicly and consistently. Here's what we heard. Here's what we're doing about it. Here's why we can't address everything immediately, but here's what we're prioritizing.

Normalize micro feedback. Brief pulse surveys, informal check ins, and frontline staff conversations that surface patterns before they become problems.

Empower staff to escalate trends, not just individual complaints. If three members mention the same pain point independently, that's signal, not noise.

Listening isn't a survey you run once a year. It's a system you build into operations. And members absolutely notice when it's absent.

Signal 4: Your Frontline Staff Start Noticing Mood Shifts

What you're seeing:
Staff begin reporting subtle but recurring comments from members. It doesn't feel the same anymore. We don't use the club like we used to. I'm not sure we're getting our money's worth.

Why it matters:
Frontline employees are your earliest warning system for declining value perception. Members share candid thoughts with bartenders, servers, golf professionals, and fitness instructors that they'd never put in a formal survey or raise at a board meeting.

What's driving it:
Inconsistencies in service quality or experience that erode trust. Disconnects between departments that create member frustration. Promises made by leadership that don't match frontline delivery. Not listening.

How to reverse it:
Train staff to report trends, not just individual incidents. Create structured channels for surfacing patterns without fear of reprisal.

Hold regular cross department touchpoints focused specifically on member experience. Where are handoffs breaking down? What promises aren't being kept?

Align every team around one shared, clearly articulated definition of member value. When internal alignment improves, external perception follows naturally and staff is empowered to deliver on the experience.

Signal 5: Your Board Starts Asking Harder Questions

What you're seeing:
Increased scrutiny around retention metrics, participation rates, and return on investment, even when the numbers technically look fine. Board members probe deeper into what satisfaction scores actually mean.

Why it matters:
Board pressure often reflects pattern recognition before data fully confirms it. They're hearing things in social circles, sensing energy shifts, or responding to economic uncertainty that makes member investment decisions more scrutinized.

What's driving it:
Economic caution making members more value conscious about discretionary spending. Rising expectations for transparency and demonstrated results. Growing awareness that retention and satisfaction are not synonymous. Members can stay while feeling increasingly indifferent.

How to reverse it:
Move beyond lagging indicators and establish leading indicators such as engagement scores, usage frequency, sentiment analysis, and program participation trends that predict retention before it becomes a crisis.

Present a proactive, year long value strategy rather than reactive fixes. Show the board you're anticipating needs, not just responding to departures.

Equip leadership with a clear, compelling narrative around evolving member expectations. Frame the conversation as strategic positioning, not defensive damage control.

Signal 6: Members Use Your Club, But Don't Love It

What you're seeing:
Solid usage metrics. Members dine, golf, work out, and attend occasionally. But conversations reveal transactional relationships rather than emotional bonds. They use the facilities. They don't identify with the member community.

Why it matters:
Usage does not equal loyalty.

Emotional connection is what keeps members during economic downturns, life transitions, or when competitive alternatives emerge. Transactional relationships are fragile.

What's driving it:
Service that's technically proficient but emotionally neutral results in transactions replacing genuine hospitality. Weak or nonexistent onboarding that never creates initial connections. Lack of personalized touchpoints that make members feel known beyond their account number.

How to reverse it:
Refresh onboarding for both new members and tenured members who may have drifted. First impressions aren't just for newcomers.

Build intentional connection points that transcend transactions. Recognition moments, milestone acknowledgments, and unexpected personalization that shows you're paying attention.

Train staff to create experiences where members feel seen, not just served. Remembering preferences, anticipating needs, and creating moments of genuine warmth.

Signal 7: Resignations That Feel Sudden, But Aren't

What you're seeing:
Members submit resignation letters with seemingly little warning, citing vague reasons such as personal changes, shifting priorities, or going in a different direction. Leadership feels blindsided.

Why it matters:
Most resignations aren't sudden decisions. They're the culmination of months, sometimes years, of quietly accumulating disappointments, unmet expectations, and unaddressed frustrations. By the time a member resigns, they've mentally left long ago.

What's driving it:
Missed early warning signs present in all the previous six signals. No proactive outreach to low usage members before they drift too far. Absence of structured retention touchpoints that could have surfaced concerns while they were still addressable.

How to reverse it:
Identify behavioral red flags systematically. Declining usage, missed renewals of typically recurring reservations, and drops in event attendance are predictive indicators.

Create a re engagement strategy specifically for low usage members. Personal outreach, tailored programming suggestions, and barrier identification help intervene before disengagement becomes permanent.

Treat retention as a year round discipline, not an exit interview conversation. By the time a member is at your desk with a resignation letter, you're typically too late.

The Through Line: Value Requires Active Cultivation

Member value in 2026 isn't a static asset you possess. It's a dynamic experience you cultivate through consistent touchpoints, responsive listening, intentional personalization, and genuine connection.

The clubs that will thrive aren't necessarily doing more. They're doing what matters most with greater precision and care.

They're paying attention to signals that others rationalize away. They're responding to patterns before they become crises. They're treating member engagement not as a marketing initiative but as an organizational discipline.

Because the members who leave quietly aren't the ones who storm out in anger. They're the ones who stopped feeling seen, stopped feeling valued, and stopped believing their voice mattered, and decided their investment was better spent elsewhere.

The signals are there. The question is whether you're watching for them.

Feel Free To Continue The Discussion Here: On Our Forum

For generations, member-based organizations ,from country clubs to professional associations, operated on a simple promise: join us, and you belong to something prestigious. Membership meant access to exclusive spaces, influential networks, and the quiet assurance of status.

That promise hasn't disappeared. But it's no longer sufficient.

In 2026, members aren't asking "What does this membership say about me?" They're asking "How does this membership serve my life?"

The organizations thriving today aren't necessarily those with the most storied histories or the longest wait lists. They're the ones creating relevance every single week of the year—meeting members where they actually live, not where tradition assumes they should be.

From Occasional Destination to Everyday Ecosystem

The shift since Covid is unmistakable: members no longer want a place they visit seasonally or sporadically. They want a third space—somewhere between the demands of work and the intimacy of home that fits seamlessly into the rhythm of their daily lives.

This means rethinking everything.

Golf clubs are installing year-round indoor simulators and launching tech-enabled formats that accommodate 90-minute windows instead of four-hour rounds. Wellness centers are expanding beyond fitness to include cold plunge therapy, mindfulness studios, and recovery suites. Social programming is diversifying—pickleball courts where formal tennis once reigned, co-working lounges with private call pods, even art studios and maker labs.

The through line?

Usage frequency now rivals prestige as a measure of value.

When a member can start their morning with a workout, take a midday meeting in a business lounge, grab dinner with family, and still find programming that engages their teenagers—that's when membership transcends transaction and becomes integral to lifestyle.

Personalization Is Now Table Stakes

Members live in a world where Netflix knows what they want to watch, Amazon anticipates what they need to buy, and their favorite retailers remember their preferences without being asked. They're not checking those expectations at the clubhouse door.

In 2026, personalization isn't a competitive differentiator it's baseline.

This doesn't require massive technology overhauls. Many organizations are seeing immediate impact simply by segmenting their communications, tailoring event invitations by interest and life stage, and using behavioral data to surface the right opportunities at the right time.

A young family with school-age children shouldn't receive the same outreach as empty-nesters exploring wellness programming. A member who consistently books indoor simulators in winter deserves different touchpoints than someone who only engages during outdoor golf season.

The data already exists. The question is whether leadership will use it to create experiences that feel designed for me, not merely available to me.

The Value Conversation: Transparency Over Tradition

Rising operational costs are making dues increases inevitable across the industry. What's changing is how organizations frame those increases—and how members respond.

Members in 2026 aren't reflexively opposed to paying more. They're opposed to paying more without understanding why.

Forward-thinking clubs are pairing modest dues increases with transparent capital plans, showing members exactly where their investment is going: upgraded fitness facilities, enhanced technology infrastructure, staff development, sustainability initiatives. When value is clearly articulated and visibly delivered, resistance softens.

Flexible membership tiers are also gaining traction, offering different entry points based on usage patterns, life stage, and time commitment. Not every member needs full access to every amenity, and smart organizations are building structures that acknowledge this reality rather than forcing everyone into a one-size-fits-all model.

The risk isn't higher pricing. The risk is unexplained pricing. When value is opaque, dissatisfaction grows silently until it's too late to recover.

Belonging Beats Prestige: The Cultural Awakening

Perhaps the most profound shift in 2026 is cultural.

Millennials and Gen Z members who now represent a significant and growing portion of membership bases—are fundamentally less interested in hierarchy and more focused on authenticity. They're actively rejecting environments that feel performative, cliquish, or exclusionary in ways that have nothing to do with membership criteria.

They want to walk through the door and feel welcomed, not evaluated. They want connection, not credentials.

This shift is driving clubs to examine everything from dress codes to initiation rituals, asking hard questions about which traditions truly enhance member experience and which simply reinforce outdated social dynamics.

It's also spurring renewed focus on employee engagement. Members increasingly understand that their experience is inseparable from staff experience. Service-led growth begins internally with teams who feel valued, empowered, and genuinely invested in creating memorable moments for members.

Status still matters. But belonging matters more.

The Amenities Redefining Value

Investment priorities across the industry are converging around a broader, more holistic vision of member needs. The amenities gaining traction in 2026 reflect this evolution:

High-tech, year-round sports.

Indoor golf and racing simulators eliminate seasonality. Pickleball and paddle courts are proliferating. Shorter, tech-enabled play formats accommodate members with constrained schedules.

Wellness and recovery as luxury.

Cold plunge pools, infrared saunas, steam rooms, and dedicated recovery suites are becoming standard. Members are seeking spaces that support not just physical fitness but holistic well-being mindfulness studios, nutrition coaching, physical therapy integration.

Work-from-club functionality.

High-end business lounges with private call pods, reliable Wi-Fi infrastructure, and even creative spaces like art studios and maker labs are transforming clubs into productive third spaces not just recreational ones.

Family-centric experiences.

Resort-style aquatic centers are replacing traditional pools. Casual, interactive dining concepts are overtaking formal restaurants. Youth programming, teen spaces, and even pet-friendly amenities signal a shift toward multi-generational engagement.

Sustainability and seamless convenience.

EV charging stations, solar infrastructure, water-conscious landscaping, mobile-first experiences with keyless entry, real-time booking, and personalized invitations delivered directly to smartphones.

None of these amenities succeed in isolation. Their value is maximized when they're intentionally woven into a cohesive member journey—when they feel less like a menu of options and more like a thoughtfully designed ecosystem.

The Bottom Line: Value Is Felt, Not Declared

In 2026, member value is less about what an organization has and more about how it shows up—consistently, personally, meaningfully.

The organizations that will thrive are those that:

• Design for everyday life, not occasional use.
• Communicate value clearly and often.
• Personalize engagement at scale.
• Foster belonging over prestige.

The organizations that struggle won't necessarily lose members overnight. They'll lose relevance first and loyalty soon after.

Because in 2026, value isn't something you declare in marketing materials or defend in annual reports.

It's something members experience every time they walk through your doors.

And they know the difference.

Feel free to continue this discussion in our: FORUMS

We then made our way to Racquet Club Ladue for lunch and a brief tour. The culinary team delivered an outstanding three-course meal which started with a caramelized onion tartlette and fig salad, followed by perfectly cooked elk chops with roasted vegetables, and ended with a delicious  “everything Oreo” ice cream dessert. The level of service and attention to detail left a lasting impression and the networking and discussions that happened during lunch were wonderful to see/hear! Racquet Club Ladue Membership Director, Krista Rutledge, led a quick and informative tour of the club following the meal.

Our final stop was Old Warson Country Club, where we were greeted personally by General Manager Kristen Cooper and Director of Member Relations and Administration Anna Feldt. Being greeted by the two of them was an immediate signal of the level of care and respect they extended to our group. Kristen herself led one of the tour groups, which was impactful on its own since she is a busy general manager of a prestigious club, but she added to that by impressively greeting staff and members by name along the way, which spoke volumes about the club’s culture and leadership. Throughout the tour, we were shown recently renovated spaces on their sprawling campus and learned about the thoughtful, intentional design behind each one. As if that wasn’t enough, the team at Old Warson surprised us with a beautiful happy hour on their patio overlooking the golf course, complete with cocktails and passed hors d’oeuvres following - again, something they offered purely out of their generosity and commitment to hospitality. This gesture, like those at St. Louis and Racquet Club Ladue, was never asked for, expected, or included in our planning and yet each club chose to go the extra mile, which did not go unnoticed by our board!

The entire day was filled with meaningful conversations, educational insights, and valuable networking opportunities. And selfishly, I loved that we gave our chapter the opportunity to see inside some of the most prestigious clubs in the area while also being treated to top-tier hospitality – which I hope inspired them as much as it did me! We were thrilled that everyone took an entire day out of their schedules to join us for this event. PCMA Member Ariana Schneider from The Club at Old Hawthorne even traveled over an hour to join us! The feedback we received was overwhelmingly positive, with several members personally reaching out to share that it was the best event in our chapter’s history. We are deeply grateful to Allie Rodemich and her team at St. Louis Country Club, Krista Rutledge at Racquet Club Ladue, and Kristen Cooper and Anna Feldt at Old Warson Country Club for their incredible hospitality, generosity, and effort. Their willingness to go above and beyond for our chapter was truly humbling, and their impact made this event one we’ll never forget!

And a special thank you to the team at PCMA National for giving us the inspiration to host our own day of club tours following the format of conference! 

We then made our way to Racquet Club Ladue for lunch and a brief tour. The culinary team delivered an outstanding three-course meal which started with a caramelized onion tartlette and fig salad, followed by perfectly cooked elk chops with roasted vegetables, and ended with a delicious  “everything Oreo” ice cream dessert. The level of service and attention to detail left a lasting impression and the networking and discussions that happened during lunch were wonderful to see/hear! Racquet Club Ladue Membership Director, Krista Rutledge, led a quick and informative tour of the club following the meal.

Our final stop was Old Warson Country Club, where we were greeted personally by General Manager Kristen Cooper and Director of Member Relations and Administration Anna Feldt. Being greeted by the two of them was an immediate signal of the level of care and respect they extended to our group. Kristen herself led one of the tour groups, which was impactful on its own since she is a busy general manager of a prestigious club, but she added to that by impressively greeting staff and members by name along the way, which spoke volumes about the club’s culture and leadership. Throughout the tour, we were shown recently renovated spaces on their sprawling campus and learned about the thoughtful, intentional design behind each one. As if that wasn’t enough, the team at Old Warson surprised us with a beautiful happy hour on their patio overlooking the golf course, complete with cocktails and passed hors d’oeuvres following - again, something they offered purely out of their generosity and commitment to hospitality. This gesture, like those at St. Louis and Racquet Club Ladue, was never asked for, expected, or included in our planning and yet each club chose to go the extra mile, which did not go unnoticed by our board!

The entire day was filled with meaningful conversations, educational insights, and valuable networking opportunities. And selfishly, I loved that we gave our chapter the opportunity to see inside some of the most prestigious clubs in the area while also being treated to top-tier hospitality – which I hope inspired them as much as it did me! We were thrilled that everyone took an entire day out of their schedules to join us for this event. PCMA Member Ariana Schneider from The Club at Old Hawthorne even traveled over an hour to join us! The feedback we received was overwhelmingly positive, with several members personally reaching out to share that it was the best event in our chapter’s history. We are deeply grateful to Allie Rodemich and her team at St. Louis Country Club, Krista Rutledge at Racquet Club Ladue, and Kristen Cooper and Anna Feldt at Old Warson Country Club for their incredible hospitality, generosity, and effort. Their willingness to go above and beyond for our chapter was truly humbling, and their impact made this event one we’ll never forget!

And a special thank you to the team at PCMA National for giving us the inspiration to host our own day of club tours following the format of conference! 

Whether you have been a longtime member or recently joined, this is a great chance to get involved, develop new skills, and collaborate with other passionate professionals who are helping move the private club industry forward.

Nomination Period: October 20 to 31

Members may nominate themselves or another member within their chapter by emailing their chapter president. Before nominating someone else, please make sure they have agreed to be nominated. All nominees must be active PCMA members in good standing prior to the election.

Next Steps and Election Process

After nominations close, PCMA National will verify all nominees to confirm membership status. Elections will then take place at the chapter level from November 8 to December 5, and voting can occur either in person or online depending on each chapter’s preference.

While the Chapter Vice President traditionally steps into the role of President, the positions of Vice President, Secretary, and Membership Chair each play an important part in chapter success.

Chapter Vice President Roles and Responsibilities

• Assist the chapter president in confirming and organizing chapter meetings.
• Research educational topics of interest within the chapter to coordinate educational meetings.
• Post Save the Dates and group photos on the designated chapter group page.
• Stand in for the Chapter President when needed.
• Assume the role of Chapter President after one year of serving as Vice President.

Chapter Secretary Roles and Responsibilities

• Ensure chapter group page content is complete and current.
• Create and submit agendas and minutes for each required quarterly meeting to PCMA National through AskPCMA.org, utilizing the provided templates.
• Submit photos from each chapter meeting to PCMA National through AskPCMA.org.
• Ensure prior meeting minutes are approved at each meeting.

Chapter Membership Chair Roles and Responsibilities

• Submit contact information for association membership prospects within your chapter region or professional network each month.
• Welcome and serve as a chapter ambassador to first time and nonmember meeting attendees.
• Notify PCMA of any job changes or contact information updates within your chapter.
• Manage the chapter roster and reach out to members whose expiration dates are approaching to support member engagement.

Have Questions?

Because nominations and elections are managed at the chapter level, members are encouraged to reach out to their 2025 Chapter Leadership Board with any chapter specific questions or to learn more about the available roles.

For additional questions, you are also welcome to contact Shannon Coyne at Shannon@askpcma.org

Thank you for being an active part of the PCMA community. We look forward to seeing who steps up to lead our chapters into 2026.

One of the most anticipated moments of PCMA’s Annual Conference is the Club Membership Challenge, a celebration of creativity, innovation, and excellence in private club membership initiatives. This year’s finalists once again raised the bar, showcasing programs that not only delivered memorable experiences but also created lasting impact for their clubs and members.

We are proud to announce the 2025 winners:

🥇 1st Place: Hospitality with a Haunted Twist – The Governors Club

The Governors Club delivered chills, thrills, and unforgettable memories with its first-ever immersive Halloween event at Epping Forest Yacht & Country Club Mansion. The historic property was transformed into a fully immersive haunted house experience, complete with fog machines, scare actors, eerie lighting, themed food and drinks, and a finale dance party with live music.

The results were spook-tacular: the event sold out in just 30 minutes, welcomed 600 costumed guests, and sparked a 14% increase in multi-Club upgrades within two months. Word-of-mouth buzz also drove a 22% boost in referrals, while staff collaboration across four Clubs strengthened culture and morale. The Haunted Mansion has now become a signature annual tradition, proving that daring to innovate can both entertain and build lasting member loyalty.

Click here to read the full entry write-up. 

🥈 2nd Place: Greystone University – Greystone Golf & Country Club

Greystone Golf & Country Club impressed with its dual-track educational initiative: Greystone University. Originally launched in 2018 as a 24-week leadership and enrichment program for staff, the initiative expanded in 2022 to include a six-week member program.

The staff track focuses on leadership development, service excellence, and operational knowledge, while the member program offers a behind-the-scenes look into governance, finance, and strategy. Together, the programs have created a shared language and deeper trust between staff and members.

The impact has been remarkable: 93 staff graduates (with a 50% retention rate over eight years), more than 115 member graduates, and multiple alumni projects that became club staples, from a coffee shop to a podcast series. Greystone University has proven that when clubs invest in their people, they create ambassadors, leaders, and a stronger future.

Click here to read the full entry write-up. 

🥉 3rd Place: Ladies Trip: 24 Hours in Nashville – Long Cove Club

Long Cove Club made history with its first-ever ladies-only trip, offering female members a luxury, worry-free travel experience built around the Darius & Friends Concert benefitting St. Jude’s Children’s Hospital. With only eight spots available, exclusivity and thoughtful planning made this initiative a sell-out success in just five hours.

From backstage access with Darius Rucker to seamless travel logistics (flights, hotels, meals, and transport all handled by the club), participants raved about how effortless and special the experience felt. Highlights included a backstage photo, VIP access to a private pre-concert party, and even one member bidding $10,000 for a signed guitar during the charity auction.

The trip not only strengthened friendships but also set the stage for future women’s travel programs, leaving members asking, “When’s the next one?”

Click here to read the full entry write-up. 

Thank You to All Participants

PCMA extends heartfelt congratulations to this year’s winners and gratitude to every club that participated in the 2025 Club Membership Challenge. Each entry showcased the creativity, dedication, and passion driving our industry forward.

Your ideas continue to inspire peers, elevate the member experience, and demonstrate the incredible impact of innovation in private clubs. We can’t wait to see what 2026 will bring!

Click below to review any of the other 2025 entries:

• Eagles for Children at Meadowbrook Country Club
• Membership Engagement at Missouri Athletic Club
• New Member Ambassador Program at Seattle Yacht Club
• Magic in the Making with The Club at Rancharrah

At this year’s 30th Annual Club Membership & Marketing Conference in Pasadena, PCMA was proud to recognize the largest class of certification graduates since relaunching the program in 2023. These members dedicated themselves to advancing their professional expertise and elevating the private club industry, and we are thrilled to celebrate their achievements.

Certified Membership Professionals (CMP)

The CMP designation is designed for those engaged with cultivation, brand development, sales, and marketing for their club. The curriculum ensures a complete understanding of roles and responsibilities while also building skills in communications and member relations.

Congratulations to our newest CMPs:

Dael Szuch, CMP	Karina Venegas, CMP	Nikki Sloop, CMP
Dentan Adams, CMP	Jennifer Jones, CMP	Elizabeth Brown, CMP
Stephanie Donovan, CMP	Cindy Wieschhorster, CMP	Gloria Hosh, CMP
Jodi Vogt, CMP	Megan Nickerson, CMP	Sarah Small, CMP
	Julie Howell, CMP

Certified Communication Professionals (CCP)

The CCP designation is tailored for professionals responsible for member communication, brand development, and marketing within private clubs. The coursework provides a full understanding of effective communication strategies in today’s evolving environment.

Congratulations to our newest CCPs:

Stephanie Cozart, CCP	Christy Odom, CCP

Certified Retention Professionals (CRP)

The CRP designation focuses on member orientation, onboarding, and retention strategies—key components for building long-term member satisfaction and loyalty.

Congratulations to our newest CRPs:

Tina Hadzhiyska, CRP	Leah Carroll, CRP	Grace Keegan, CCP, CRP

Why Certification Matters

Earning a PCMA certification is a significant milestone, reflecting a commitment to professional growth and a deeper understanding of the evolving demands of club membership, communication, and retention. Each designation equips our members with practical knowledge and skills that directly enhance their club communities.

This year’s record-breaking class reflects the incredible dedication of PCMA members to their own development and to the advancement of our profession.

Please join us in congratulating these outstanding professionals for their achievements. Their hard work and leadership continue to inspire and strengthen the PCMA community!

Sunday Arrival and Welcome

Attendees began arriving in Pasadena on Sunday and set the tone for the days ahead. We kicked off the conference with a lively Welcome Happy Hour, giving everyone a chance to reconnect with colleagues meet new friends and start our 30th anniversary celebration with energy and excitement.

Monday Opening Day

The conference officially opened Monday morning with greetings from the PCMA leadership team. Thoughtful sessions and early networking opportunities encouraged members to share strategies and spark new ideas. Participants also enjoyed a special tour of The Jonathan Club, gaining an inside look at this historic Los Angeles landmark and its renowned hospitality. We celebrated an incredible achievement as all 18 members who tested for higher education successfully passed, a proud moment that highlights the dedication and growth within our community.

Tuesday Exploration and Connection

Tuesday captured the spirit of discovery and collaboration.

• Club Tours Members enjoyed exclusive behind the scenes visits to The Valley Hunt Club and Oakmont Country Club, exploring their rich histories and innovative programs.

• Breakout Sessions Afternoon sessions encouraged dynamic conversations on marketing membership growth and communications strategies.

• Panel Conversation Guests from The Bridges at Rancho Santa Fe shared thoughtful perspectives on strengthening member engagement and club culture.

• Signature Event The day concluded with our Signature Networking Event, the centerpiece of the conference and a celebration of our vibrant PCMA community.

Wednesday Inspiration and Farewell

The final day delivered inspiration for the future. Morning sessions provided fresh insights before our Closing Keynote with Lindsey Zubek, whose message on leadership and innovation energized the audience and offered actionable ideas to take home.

Giving Back to Los Angeles

This year’s conference also reflected our shared commitment to service. Through Give Back to LA PCMA partnered with the Los Angeles Regional Food Bank to support families affected by recent wildfires. Together we reached and surpassed our goal of $3,000, providing an incredible 12,000 meals to children seniors and families in need. Your generosity brought real comfort and hope to the Los Angeles community.

A Heartfelt Thank You

On behalf of the entire PCMA team thank you to everyone who joined us in Pasadena including members speakers sponsors and volunteers. Your presence and support made our 30th anniversary celebration unforgettable. From Sunday’s happy hour to Wednesday’s inspiring keynote every moment demonstrated the power of connection and the strength of our community.

Here is to 30 years of collaboration and innovation and to the exciting opportunities ahead. We cannot wait to see what we will accomplish together in the years to come.

The Greater Cleveland Chapter of PCMA hosted an engaging two-day program on Tuesday, August 12 and Wednesday, August 13, 2025, that combined exclusive club tours, valuable networking, and an insightful education session with industry expert Dael Szuch. Members from across Ohio came together with a shared goal: to exchange ideas, strengthen connections, and explore strategies to enhance the member experience.

The program began on Tuesday afternoon with a 4:00 PM tour of the historic Canterbury Golf Club, giving attendees a firsthand look at its rich traditions and beautifully maintained facilities. The evening continued with a 5:30 PM cocktail party and tour at Shaker Heights Golf and Country Club, where members enjoyed an inviting atmosphere to connect, share stories, and spark new ideas.

On Wednesday morning, members gathered at 10:15 AM for a tour and meeting at The Country Club. This session set the stage for meaningful roundtable discussions, with New Member Orientation emerging as a standout topic. Recognizing the critical role a strong onboarding process plays in member satisfaction and retention, the chapter turned conversation into action.

With guidance from Dael Szuch, the group collaborated to create a New Member Orientation Guidebook , a practical tool designed to help clubs ensure every new member feels welcomed, informed, and connected from day one. This resource offers clear strategies, thoughtful touches, and actionable steps to foster engagement and build a vibrant club culture.

By combining immersive club experiences, genuine networking opportunities, and targeted professional development, the August meeting perfectly captured the spirit of PCMA: connecting professionals, sharing best practices, and elevating the private club member experience across the industry.

Tuesday my phone rang. It is one of our board members, and I can hear the frustration before he even finishes his greeting. "Rachel, our waitlist is too long -- MY nominee is still waiting, when will they get in?!" There it was. The underlying message was clear: this reflects poorly on me, and I expect special treatment because of my position. What I was really dealing with was a board member using their influence to pressure me into making exceptions that would completely undermine the system integrity we had all agreed upon.

Wednesday brings call number two. This time it's one of our longtime members, and she is not happy. "Rachel, we have TOO MANY members -- I can't get my favorite table in the Grille!" Now I am hearing that my successful membership growth strategy is creating problems for the people who are already here. She is telling me that her club experience is not what it used to be, and she is blaming it on the membership growth I have been so proud of managing.

Friday caps off the week with call number three. Another member, this time with a different concern: "Rachel, we're becoming outdated because the competition is doing a renovation!" Translation: other clubs are making moves, our members are starting to compare, and some are probably thinking about jumping ship.

Three calls. Three completely different complaints. But here is what hit me during that drive home -- these were not separate problems at all. Each call revealed the same fundamental challenge: How do you balance growth with exclusivity while keeping your existing members happy? We treated governance pressure, capacity management, and competitive positioning as three different operational headaches when they were really symptoms of one strategic challenge.

That's when I realized we needed to stop managing the waitlists and start strategically leveraging them. Enter the ANTICIPATE System, and yes, I know, another acronym. But stick with me because this one actually worked for me.

The beauty of ANTICIPATE is that it makes prospects feel like members before they become members. We spend so much energy on the administrative side of waitlists that we forget these people are going to be writing us checks for decades if we do this right.

So, here's how it works. First, you ACKNOWLEDGE their position and value their patience. I'm talking immediate confirmation when they join the waitlist, quarterly recognition, milestone appreciation events. Make them feel seen, not just processed.

Then you NURTURE those relationships. Monthly newsletters just for prospects, quarterly check-in calls, personalized communication that keeps their emotional investment strong. Silence makes people assume you do not care about them.

Next, you TRANSMIT your club culture through stories and traditions. Share the values-based communications that help prospects understand what they are really joining. By the time they walk through your doors as members, they should already feel connected to your club's legacy and community.

Here's where it gets fun -- you INVITE them into limited participation. Prospect-only events or controlled facility access that builds anticipation while maintaining that exclusivity we all work so hard to preserve.

Don't forget to CELEBRATE their waiting milestones. Six-month recognition, anniversary communications, acknowledgment of their achievements. Turn that waiting period from a frustrating delay into a positive journey toward membership.

Always INFORM them with transparency. Quarterly position updates, realistic timeline projections, honest communication about what might speed up or delay their admission. Trust me, honesty builds more loyalty than optimistic timelines that never materialize.

Make sure you PERSONALIZE every single interaction. Base communications on their individual interests, professional background, preferences. Show them you see them as individuals, not just names on a list.

Here's the part that really pays off - ACTIVATE them as club ambassadors. Get them involved in referral programs, community involvement, networking opportunities. They become your marketing team before they even pay their first month’s dues.

Throughout all of this, you need to TRACK everything. Engagement across all touchpoints, response rates, satisfaction levels, conversion metrics. This is not just feel-good relationship building -- this is data-driven strategy optimization.

Finally, as their admission approaches, ELEVATE their excitement. Escalated communication, exclusive pre-admission events, new member preparation that ensures they arrive ready to dive in with enthusiasm.

When I implemented this system, the transformation was remarkable. New members were arriving already feeling like they belonged. We maintain our exclusivity while building satisfaction. We grew membership strategically while preserving the existing member experience. And we responded to competition while staying true to our club's unique values.

The ANTICIPATE System turned my waitlist into what it should have been all along -- my most powerful tool for building member loyalty, generating quality referrals, and creating a sustainable competitive advantage. And the best part? Those phone calls-They become opportunities to showcase just how strategic and professional our club management really is.

Rachel Leatherwood River Crest Country Club Director of Member Services

This meeting was particularly special, as the chapter made the trip to Birmingham to connect with Ashley Devine, a North Georgia Chapter member who consistently travels to Georgia to attend meetings. The visit was a meaningful way to recognize her dedication and foster deeper connections within the region.

The day began with warm hospitality as members mingled over lunch, setting the tone for a collaborative and thoughtful meeting. Attendees included chapter leaders and club professionals from across the region, all brought together by a shared commitment to member excellence and professional development.

A highlight of the afternoon was a keynote presentation from Dave Porter, General Manager of Greystone. Dave shared his philosophy on hospitality leadership, spotlighted some of the club’s unique and unexpected services, and offered tangible best practices to enhance the member experience—sparking thoughtful conversation among attendees.

The meeting, called to order at 2:45 p.m., included the approval of previous minutes and an insightful update from PCMA National guest Donna Coyne, who spoke on key initiatives including the 2025 PCMA Conference, the member referral program, and the importance of the Annual Education Fund in supporting continued learning within the industry.

Following the meeting, Ashley Devine led attendees on an exclusive tour of Greystone’s expansive and impressive facilities across both campuses—The Falls and The Founders Clubhouse. The tour highlighted the club’s meticulously maintained golf courses, health and wellness amenities, and elegant dining and event spaces, offering an inside look at how Greystone delivers an exceptional member experience.

With over ten clubs represented and both members and guests in attendance, the North Georgia Chapter gathering reflected the spirit of PCMA: collaboration, inspiration, and a commitment to excellence in club membership and marketing.

Tim Wackel is one of today’s most sought-after sales speakers, known for delivering high-impact programs that blend humor, strategy, and real-world application. With more than 30 years of sales leadership experience, Tim has helped organizations like Cisco, Wells Fargo, and Hewlett Packard develop winning sales cultures. As founder of The Wackel Group, he’s dedicated to helping teams find, win, and keep customers for life through practical, no-nonsense strategies.

Alyssa Bushey brings over 25 years of experience in branding, marketing, and communications, with a career that spans top-tier organizations like The Walt Disney Company, Mandarin Oriental, and Forbes Travel Guide. Now leading Edison 360, Alyssa helps companies innovate boldly and tell stories that make an impact. Her expertise in disruptive innovation and sustainable strategy—backed by advanced degrees from Harvard Business School and Creighton University—has empowered companies to redefine their brand presence and elevate the guest experience in powerful ways.

Greg Stephens joins the Bureau as an expert in communication, conflict resolution, and leadership development. A best-selling author, executive coach, and professional mediator, Greg brings over 28 years of business experience and has worked with countless Fortune 500 companies and national organizations. His session, “Impossible Conversations: Navigating Challenges at Work and Home,” offers club professionals practical tools to rebuild trust, communicate more effectively, and manage high-stakes conversations with confidence and care.

We’re thrilled to bring these powerhouse professionals into our speaker lineup. Whether you’re looking to boost your sales strategy, build a stronger brand, or navigate communication challenges with greater ease, Tim, Alyssa, and Greg deliver content that inspires action and lasting results.

In partnership with JBD JGA Design & Architecture and Perspectus Architecture, Fairlawn is poised to embark on a series of thoughtful upgrades designed to enrich the member experience year-round. From cozy firepit lounges and cutting-edge golf simulators to kid-focused spaces and elevated dining, this project is all about creating a club that grows with its members—meeting them where they are today while planning for the future.

Set to begin in Fall 2025 and wrap in Spring 2026, the renovation is carefully staged to minimize disruption while maximizing impact. Key enhancements include a reimagined dining room and bar with retractable glass walls for seamless indoor-outdoor flow, two state-of-the-art simulators for year-round recreation, and a complete refresh of the racquet complex. Members will also enjoy an expanded Golf Shop, a new private dining space for special occasions, upgraded locker rooms and restrooms, and a brand-new parking lot to improve ease and accessibility.

“This is about investing in the spaces and experiences that bring us together,” said Club President Joe Swiatkowski. “Enhancing the Club today means enriching the moments, memories, and traditions we share with one another—now and for years to come.”

For Brittany and the entire team at Fairlawn, this project is deeply personal. It represents not only a vision for the physical space but a recommitment to what makes club life so meaningful: community, connection, and shared experience.

Founded in 1917 by Goodyear Tire & Rubber Company founder Frank A. Seiberling, Fairlawn Country Club has long stood as a cornerstone of Akron’s social fabric. It’s a place where families grow together, friendships form over rounds of golf and tennis matches, and milestones are celebrated in timeless fashion. This enhancement plan honors that history while setting the stage for new traditions and lasting memories.

“Fairlawn Country Club represents more than 500 families across Northeast Ohio,” added Dennis Courtney, CCM, General Manager. “This investment reflects the Club’s commitment to exceptional member experiences, honors our proud legacy, and reinforces our role as thoughtful stewards of Fairlawn’s future.”

The Southeast Florida Chapter of PCMA hosted its 2nd Quarter meeting on Monday, May 12, at the stunning Grand Harbor Golf & Beach Club. Thanks to the warm hospitality of Jodi Vogt and Michael Gibson, attendees enjoyed a memorable afternoon filled with connection, learning, and lively discussion.

The event featured a distinguished panel of industry leaders who shared decades of experience in private club management and hospitality. Panelists included:

• Michael Gibson, General Manager at Grand Harbor Golf & Beach Club, whose leadership has guided the club through a successful transition to member ownership and earned prestigious awards such as the Distinguished Clubs of America recognition.

• Kathy Gibson, Director of Operations & Membership at The Bear’s Club, bringing over 30 years of hospitality expertise with a strong background in guest relations and membership sales at top Florida clubs.

• Kevin Given, founding partner at Quail Valley, with vast experience developing private clubs and resorts across the U.S. and internationally, including time at the famed Greenbrier Resort.

• Brooke Radcliffe, CCM, General Manager/COO at Riomar Country Club, whose 23-year career at Loblolly and leadership roles bring deep operational knowledge and a passion for member engagement.

Engaging Discussion Fueled by Attendee Questions

Attendees submitted a thoughtful range of questions that shaped a rich and candid discussion. Panelists addressed timely topics such as:

• Emerging trends shaping the future of country clubs

• Strategies for motivating tenured team members and ensuring smooth communication between management, staff, and members

• Innovative approaches to boosting member engagement and satisfaction

• Balancing innovative social media and marketing tactics with traditional club demographics

• Career advice for those seeking to excel in the hospitality and marketing industry

• Overcoming challenges and successfully implementing change in new roles

Brooke Radcliffe also shared her personal insights on transitioning from a long tenure at one club to taking on a new leadership role as General Manager, highlighting both challenges and growth opportunities.

Key Takeaways and Reflections

This panel provided practical insights and inspired thoughtful reflection for all in attendance. The conversation reinforced the importance of adaptability, collaboration, and member-centric leadership in today’s evolving club industry.

A heartfelt thanks goes out to the Southeast Florida Chapter Board— Talya Alhadeff, Marie Mitchalk, Ashley Adametz, and Gloria Hosh—for organizing this outstanding event that exemplifies PCMA’s commitment to professional growth and community building.

Everything you need to tell your club’s story, build excitement, and keep members engaged is right in your pocket. I create all our videos and content using just my phone, Canva, and CapCut Premium. That’s it. No big cameras. No high-end software. Just creativity, consistency, and a clear understanding of what our members love.

Here’s how I use everyday tools to elevate Sugar Creek’s communication and marketing—and how you can too.

Make It Fun: Add Humor, Personality & Team Spirit

Your promos don’t need to be perfect—they need to be engaging. For me, that means bringing humor, inside jokes, unexpected moments, and letting our team’s personality shine. Members get bombarded with flyers, emails, and app notifications. Your job? Create something they actually want to watch.

Some of our most successful videos (based on views and turnout) were totally lighthearted. Whether it’s a funny voiceover, a goofy skit, or yes—me running around in a costume—those clips spark conversations, get members tagging friends, and drive sign-ups.

Want to level it up? Involve your team! Featuring the chef, golf pro, or GM in videos makes your club feel personal and approachable. People don’t just attend events for the activity—they come for the community. So show them the faces behind the magic!

The more personality you bring, the more your members will engage. If your content is fun, they’ll look forward to it—not just scroll past.

 Post-Event Videos: Keep the Energy Alive

The event may be over, but the marketing isn’t. After every major event at Sugar Creek, I put together short, high-energy recaps. Just 30–60 seconds of highlights, member moments, and behind-the-scenes clips showing off the vibe.

These videos do two things:

• Celebrate: Members love seeing themselves and their friends featured. It reinforces that “I belong here” feeling.

• Build momentum: Members who didn’t attend see what they missed (cue the FOMO… more on that below).

They don’t have to be flashy—just real, joyful, and reflective of your club's spirit.

Create FOMO: Make Them Say “I’m Not Missing the Next One!”

FOMO is real—and it’s one of your best marketing tools. After every successful event, I post a recap that doesn’t just show what happened—it shows how it felt. The laughter, the dancing, the cheers, the memories. Members who skipped out suddenly wish they hadn’t. And when the next invite hits? They RSVP faster.

Two quick tips to make it work:

1. Keep it short—1 to 2 minutes max—with upbeat music.

2. Find your regulars—members who are happy to be on camera. It’s okay if some say no. Plenty of others will smile, wave, and toast for the camera!

 Bring Your Brand to Life: Tell Your Club’s Story Visually

Your club’s brand isn’t just your logo—it’s a feeling. And that feeling comes to life through consistent storytelling. At Sugar Creek, every post, video, and story reflects who we are: warm, welcoming, fun, and full of life. Whether it’s a casual family night, a formal wine dinner, or a quiet moment on the course, the visuals always match our personality. 

I want someone to recognize a Sugar Creek post without even seeing the account name. Bright colors, smiling families, clear photos, happy moments—that’s us.

And yes, it’s all done with just a phone and a vision.

Final Thoughts: Simplicity Wins

You don’t need a film degree or expensive gear to market your club effectively. All you need is a phone, a good editing app like CapCut, and a clear commitment to creativity and consistency. At the end of the day, members want to feel connected—to the club, to each other, and to the experience.

A little storytelling goes a long way. Grab your phone, press record, and start telling the story only your club can tell.

Hannah White 

Member Experience & Communications Director

Sugar Creek Country Club

An engagement calendar isn’t something you set and forget. It’s a living document—one that requires agility, openness to feedback, and a willingness to iterate. When a program doesn’t resonate as intended, it’s not a failure—it’s an opportunity. Often, the concept is sound; it just needs a new angle. That’s when collaboration becomes essential. Our best ideas emerge when we lean into team brainstorming, challenge assumptions, and work together to transform good events into unforgettable experiences.

We’ve found great success in focusing on smaller-scale programming. These intimate gatherings aren’t just fillers on the calendar—they’re foundational. Wine tastings, themed dinners, and pop-up experiences help us fine-tune execution, learn more about our members’ preferences, and build trust. When these moments feel seamless and personal, they set the tone for larger, signature events. Members begin to associate our programming with reliability, creativity, and care.

In fact, every detail matters. From the tone of an email invitation to the room temperature and the warmth of a greeting at the door—these elements add up. They send a powerful message: “We’ve thought of everything. We’ve thought of you.”

Building a cohesive calendar isn’t just about filling dates; it’s about creating a narrative of excellence. When members see consistency and intentionality—regardless of an event’s size—they feel seen, valued, and excited to participate. That’s the ultimate goal: cultivating a culture where members trust the process, anticipate the programming, and know that whatever’s coming next, it’s going to be first class.

This approach takes time, teamwork, and a genuine love for what we do. But in the end, it’s worth it—because a well-planned calendar is more than just a list of events. It’s a reflection of our promise to deliver excellence, every step of the way.

Ashley Feil

Director of Member Experience

Ponte Vedra Inn & Club

A Taste of Authentic Greece
Our journey began in Crete, a beautiful island steeped in ancient history. The experience felt refreshingly less touristy—more like authentic Greece. We kicked things off with a day of culture and cooking, learning to make traditional Greek dishes like dolmas, tzatziki, and a delicious dry bread toast soaked in olive oil and topped with shredded zucchini, tomatoes, and feta cheese. Not a day went by without olives, olive oil, cucumbers, tomatoes, and feta.

We enjoyed a beautiful catamaran cruise, complete with swimming in the salty, buoyant Mediterranean Sea. Our final day in Crete was spent visiting the ancient ruins of the Palace of Knossos, guided by a true encyclopedia of Greek history and myth.

Iconic Views and Unforgettable Moments in Santorini
The second half of our trip took us to the iconic island of Santorini. The photo opportunities were endless—stark white buildings and bright blue roofs set against an equally vibrant sky. We toured a local winery, did a scenic five-mile hike from our hotel to the tip of the island, and enjoyed a fabulous family-style dinner of fresh fish, vegetables, and, of course, delicious wine.

A Trip Tailored to Each Member
Our days in Greece struck the perfect balance between activity and relaxation. Some of us started the morning with strength and yoga classes, while others slept in. Some participated in every activity, while others opted for poolside or beachside downtime. In the end, we each made the trip our own.

What’s Next

• Madeira, Portugal – October 2025

• South Africa – Spring 2026

Member Testimonials

"Thank you for pulling together such an amazing trip to Greece for the women of Columbine Country Club. The journey was filled with unforgettable moments and stunning sights! Thank you for your efforts creating an itinerary with a variety of activities that catered to everyone’s interests—while also giving us space to truly relax and enjoy each other’s company. The food was delicious and plentiful, and the accommodations far exceeded my expectations. The trip not only showcased Greece’s beauty but fostered lasting friendships. Thank you for a truly memorable adventure!"
– Claire Marshall

Leah Caillier

Membership Director

Columbine Country Club

In 1932, two freshmen asked the senior Yell Leaders at Texas A&M University to lead the first Midnight Yell to inspire students for the upcoming football game against archrival Texas Longhorns. The Yell Leaders replied that they might show up at midnight at the YMCA—and were joined by the Fightin’ Texas Aggie Band and most of the student body. A new tradition was born.

Fast forward to 2009, when Traditions Club was searching for ways to engage its membership while new owners worked to fulfill a long-awaited promise to build a clubhouse. What began as a simple gathering quickly took on a life of its own. In our first season, we saw 10 to 20 members (with one event having only two!) come out to support the Club and Aggie Football. Now in its 16th year, this gathering has grown into a cherished tradition for club members and their guests. Each event draws between 200 and 250 participants, blending the deep-rooted Aggie spirit with the elegant charm of a private country club experience.

A Night of Aggie Spirit

Held on the lush grounds of Traditions Club, Member Yell captures the essence of Texas A&M’s unique culture and camaraderie. The event features former Aggie Yell Leaders—iconic figures in A&M's traditions—who lead the crowd in time-honored yells, bringing energy and nostalgia to the night. It’s a chance for attendees to relive their Aggie days or experience the passion of Aggieland for the first time, all in a close-knit, family-friendly atmosphere—without having to stay up until midnight!

Food, Music, and Fellowship

Beyond the yells, Member Yell is also a feast for the senses. Guests are treated to an expansive buffet that showcases opponent-inspired dishes and gourmet options. Some fan favorites have included LSU Lobster Dogs, Florida Gator Nuggets, and Fried Razorback Ribs. From carved meats to fresh sides and desserts, the culinary experience is as much a draw as the entertainment.

Live bands provide the soundtrack to the evening, playing everything from country favorites to classic rock, keeping the mood festive and the dance floor busy. Whether you’re clapping along to a favorite song or catching up with fellow members under the Texas stars, the event offers a perfect blend of relaxation and revelry.

An Intimate Crowd with Big Spirit

Whether we have two members or 200, Member Yell maintains a sense of intimacy while still offering a lively atmosphere. The event brings together club members, Aggie fans, former students, and guests to celebrate game-day weekends. It's not just a pre-game party—it’s a gathering of tradition, pride, and community.

Rooted in Tradition

With 15 years behind it, Member Yell has become more than just an event—it’s a staple of the Traditions Club calendar and a heartfelt nod to Texas A&M’s legacy. As the university’s influence grows, this event remains a constant reminder of the values and traditions that unite Aggies across generations.

Whether you're a longtime member or a first-time attendee, Member Yell promises a night of spirited celebration, great food, and unforgettable memories—all in the heart of Aggieland.

 

 

 

In late February, members of The Ford Field & River Club were transported to the heart of Tuscany—no passport required! The Club’s inaugural “Week in Tuscany” brought Italian culture to life through a thoughtfully curated series of culinary experiences that blended authenticity, creativity, and community.

The week kicked off with an interactive cooking class at the Clubhouse, led by visiting Tuscan chef Pietro Cacciatori, whose appearance was made possible through a special member recommendation. Members rolled up their sleeves to make ravioli from scratch, learning techniques and traditions straight from a master, all while sharing laughs and wine with fellow members.

Next up: Meatball Madness. This lively, potluck-style competition invited members to showcase their best meatball recipes in pursuit of the coveted title of Meatball Maestro. Judged by peers, culinary staff, and Chef Pietro himself, the event combined friendly rivalry with a shared love of food.

A standout moment of the week was the Tuscan Wine Dinner, hosted at the historic Main House—once home to Henry and Clara Ford. Featuring expertly paired Tuscan wines and elegant Italian dishes prepared by Chef Pietro and the Club’s culinary team, the evening offered a refined taste of Italy in a setting steeped in Southern charm.

The week concluded with a magical Italian Dinner Under the Oaks, held beneath the Clubhouse’s iconic oak allée. Seventy members dined family-style on risotto, spinach and ricotta gnudi gratin, and marinated strawberries—all served from the Club’s new mobile kitchen, the Tin Lizzie. The enchanting atmosphere and exceptional cuisine made it clear: outdoor dining under the oaks is here to stay.

Thanks to our outstanding Food & Beverage team, "A Week in Tuscany" was more than a series of events—it was an unforgettable journey. We’re already dreaming of our next culinary destination!

Pelican Isle Yacht Club (PIYC) recently celebrated one of its most cherished traditions with the 2025 Annual Fleet Review and Blessing of the Fleet Ceremony, hosted in partnership with the International Order of the Blue Gavel. The event welcomed over 130 Members, family, and guests to honor maritime heritage and community spirit at the Club’s beautifully reimagined marina on Wiggins Pass.

This year’s Fleet Review was especially significant—it marked the first celebration held since the complete reconstruction of the PIYC Marina, now featuring in-water floating slips and lifts accommodating vessels up to 55 feet.

Leading the review were Commodore Jack Kane and his wife Kimberly, Vice Commodore Kevin McCabe and his wife Mary Lou, and Rear Commodore Jeff Carr and his wife Marie, all stationed on the scenic Portside Patio with commanding views of the water. The Club was also honored to host distinguished guests from neighboring clubs, including:

• Commodore David McBride and Carolyn McBride of the Isles Yacht Club

• FCYC Director Scott Hopkins and Nancy Hopkins of the Marco Island Yacht Club

• Commodore Carol Joseph and Tom Joseph of the Naples Sailing & Yacht Club

The 2025 Fleet Review featured 16 Member vessels, including a proud showing from the North Naples Fire Department, a reminder of the close-knit relationship between PIYC and local maritime and safety services.

Following the formal review, members gathered on the Pool Deck for the Blessing of the Fleet, a time-honored maritime tradition that wishes safety, prosperity, and fair seas for all vessels and their captains. The celebration continued with a relaxed poolside luncheon, where members and guests enjoyed the warm camaraderie that defines the Pelican Isle community.

Kathie Pedit, CMP

Director of Marketing & Membership Development   

Pelican Isle Yacht Club

In the fast-paced world of membership, marketing, and communications in the private club industry, connection and collaboration are key. For the Southeast Florida Chapter of the Professional Club Marketing Association (PCMA), building those connections in meaningful, engaging ways has become a top priority. This year, the chapter launched a new initiative to do just that—pop-up socials designed to bring members together in relaxed, informal settings.

While the chapter continues to host formal quarterly meetings, the idea behind the pop-up socials was to create more frequent, low-pressure opportunities to network and build relationships. “We wanted to offer something that was a ‘go’ whether five people showed up or fifty,” shared the chapter leadership team. These events are all about connection—making it easier for busy professionals to unwind, share ideas, and strengthen their PCMA community.

Meeting Members Where They Are

Planning kicked off with a series of Zoom meetings with the Southeast Florida Leadership Board. Recognizing the geographic spread of their membership, the team set out to develop creative solutions that would reduce travel time and increase accessibility. The result? A series of events tailored to members’ interests and locations.

The first of these was a February pop-up happy hour, held simultaneously at two locations—one in the northern part of the chapter’s region and one in the south. Each location had a designated point person from the chapter to greet attendees and keep the event flowing. The happy hour format proved ideal, offering a laid-back atmosphere for members to unwind and connect after work.

What’s Ahead for 2025

With strong momentum from the February kick-off, the Southeast Florida Chapter has an exciting lineup of events for the rest of the year:

• April – A Toptracer Driving Range Social at Hunters Run Country Club, inviting members to bond over some lighthearted competition and shared laughs.

• June – A Sip & Paint Night, where members can explore their creative side while mingling in a relaxed, artistic setting.

• December – A Holiday Social aboard a catamaran cruise from the Palm Beach Yacht Club—an unforgettable way to toast the end of the year and celebrate the chapter’s accomplishments together.

These events underscore the chapter’s commitment to fostering a welcoming, connected community—no matter the size of the gathering. By offering a mix of casual and creative experiences, the Southeast Florida Chapter is ensuring that all members feel engaged and inspired.

Want to connect with the Southeast Florida Chapter or attend an upcoming event? Visit the PCMA Member Portal to explore chapter happenings near you.

The New England Chapter of the Professional Club Marketing Association (PCMA) recently hosted an engaging hybrid event that brought together in-person attendees and virtual participants from across the region. Demonstrating PCMA’s commitment to connection and innovation, the meeting welcomed members of both the New England and West Florida Chapters, bridging geographic boundaries via Zoom and highlighting the expanding reach of the association’s hybrid programming.

The event featured a compelling keynote by Andrew Wind, a nationally recognized authority on digital marketing and emerging artificial intelligence (AI). Wind’s presentation, “Best Practices for Digital Marketing and Emerging AI,” offered a deep dive into how organizations can strategically harness new technologies to elevate member engagement, enhance communication strategies, and drive membership growth.

Key Takeaways from Andrew Wind’s Presentation

One of the most powerful themes of Wind’s session was the growing role of AI in member retention. He emphasized that personalization is no longer optional—it’s essential. AI-driven tools can analyze member behavior and preferences to deliver customized experiences, ensuring individuals feel seen and valued. This not only increases satisfaction but also builds stronger, long-term connections between members and their organizations.

Wind also stressed the importance of data-informed marketing strategies. With AI, clubs and associations can streamline their outreach efforts—targeting the right audience with the right message at the right time. By leveraging analytics, organizations can gain insight into member interests and engagement patterns, making it easier to tailor content, refine messaging, and boost the performance of marketing campaigns.

As the events industry continues to evolve, Wind made it clear: AI is a game-changer. Whether it’s improving hybrid event participation, strengthening marketing campaigns, or delivering personalized member journeys, the integration of these technologies presents immense opportunities for innovation and growth.

A Model for Future Collaboration

This cross-chapter event served as a model for how PCMA can leverage hybrid formats to foster learning, collaboration, and connection among members across regions. The session provided directors and marketing professionals with valuable, actionable strategies to bring back to their clubs—and sparked meaningful dialogue around the role of technology in shaping the future of the private club industry.

As Wind concluded, the key to staying ahead isn’t just keeping up with change—it’s embracing it. And based on the success of this event, PCMA chapters are doing just that.

In 2025, private clubs are embracing mobile technology like never before, using it as a key driver of elevated member experiences. At Pacesetter Technology, we are leading this digital evolution by pioneering custom mobile apps that enhance engagement, personalize interactions, and redefine hospitality. Here’s how our technology is helping membership professionals raise the bar.

1. Seamless and Personalized New Member Onboarding

First impressions matter, and a club’s ability to make new members feel welcomed and engaged from day one is critical. Our custom mobile apps create a tailored onboarding experience that starts the moment a new member joins.

Imagine this: A new member opens their club app to find a personalized welcome video from the General Manager, introducing them to the community. This small but impactful touch immediately builds a sense of belonging.

• Enhanced Club Introductions – New members can be highlighted within the app for a selected introductory period, making it easier for them to connect with other members and integrate into club culture.

• Effortless Information Access – Membership professionals can digitally deliver essential forms, orientation materials, and club details without overwhelming new members.

According to Club Benchmarking (2024), clubs that implement specialized digital onboarding see member engagement and satisfaction increase by over 40 percent in the first six months.

2. Personalized Guest Experiences That Drive Growth

Bringing guests to the club remains one of the most effective ways to grow membership, and our mobile technology ensures each guest has an unforgettable, tailored experience.

• Customized Invitations – Members can send digital invitations with curated itineraries, including details about available amenities and suggested activities based on guest preferences.

• Guest Engagement Tools – The app provides seamless access to club offerings, allowing guests to explore dining options, reserve activities, and get a firsthand look at the club experience.

Clubs that implement personalized guest experiences have reported up to a 35 percent increase in guest-to-member conversions, according to Golf Inc. (2024).

3. Enhanced Hospitality Through Member Name Recognition

Exceptional hospitality is at the heart of every private club, and personalized service makes all the difference. Our custom mobile apps leverage geofencing technology to give staff real-time member insights, enhancing service quality like never before.

• Instant Staff Alerts – As a member enters the club, staff receive immediate access to key details, including dining preferences, recent requests, and favorite activities.

• Proactive Personalization – Staff can greet members by name, anticipate their needs, and deliver a seamless, high-touch experience from arrival to departure.

This data-driven approach has significantly increased member satisfaction, with hospitality surveys from Club Management Magazine (2025) reporting a 50 percent boost in overall member experience ratings.

The Future of Club Innovation

At Pacesetter Technology, we are passionate about shaping how clubs thrive in a digitally connected world. Custom mobile apps are no longer just a convenience—they are an essential tool for delivering premium, personalized member experiences that drive loyalty, engagement, and long-term growth.

As private clubs continue to evolve, technology will be the key to setting new standards for excellence. The future of member engagement starts now.

The PCMA Virtual Chapter held its first-quarter meeting on March 10, 2025, bringing together club professionals for a roundtable discussion on marketing strategies, member engagement, and evolving communication tools. Led by Chapter President Michelle Polak, the conversation highlighted best practices, challenges, and innovative approaches to strengthening connections within clubs.

One of the key topics was marketing and communication strategies. Email remains the primary communication tool for most clubs, with some also using text messaging, push notifications, and digital signage. The group discussed ways to improve engagement, including segmenting audiences, tracking key performance indicators (KPIs), and limiting the frequency and length of emails. Several members shared their experience with QR codes, which they use for event registrations, equipment instructions, and social media engagement. While email is still dominant, many clubs are exploring additional tools to ensure their messages reach members effectively.

Social media also played a central role in the discussion. Many clubs are active on platforms like Facebook, Instagram, and LinkedIn, using them to promote events, share behind-the-scenes content, and highlight member experiences. Video content, in particular, was noted as an effective way to drive engagement. Some clubs use planning tools like Trello and Agorapulse to manage their content, while others are still refining their strategies. There was also discussion on the benefits of limiting social media account access to maintain a consistent brand voice.

Another focus of the conversation was gathering and analyzing member feedback. Some clubs use surveys and insight tools to measure engagement and communication effectiveness, while others rely on direct member input. Best practices included sending push notifications tailored to member interest groups, using easy-access buttons and QR codes, and aligning survey questions with actionable insights. The group also discussed the importance of tracking KPIs over time to understand trends and adjust strategies accordingly.

Beyond communication, the meeting touched on broader operational topics, including the upcoming golf season, club construction projects, and ways to enhance the overall member experience. Attendees also shared resources such as membership referral programs, PCMA’s updated website archives, and low-cost guides for club marketing.

The meeting concluded with discussions about upcoming initiatives, including monthly new member onboarding webinars and the PCMA Annual Conference in Los Angeles this September. As always, the session provided valuable insights and reinforced the power of collaboration in the private club industry. The next meeting will build on these discussions, offering more opportunities for learning and knowledge sharing among PCMA members.

This month, our chapter hosted a delightful Galentine's-themed meeting, perfectly timed for the week of Valentine's Day. From the very beginning, we envisioned an event that would be both fun and meaningful for our all-ladies chapter. Our Vice President, Madison Holmes, and I began planning back in December, drawing inspiration from the collaborative spirit we often experience at PCMA conferences.

To bring that spirit to life, we introduced a “show & tell” element to our meeting—but with a Galentine’s twist! Instead of a traditional format, we turned it into a “Speed Dating” style activity. Using AI (Copilot), we generated pairings for each round, allowing participants 4-5 minutes to share their materials and ideas before rotating. This fast-paced format ensured that everyone had the chance to learn from multiple peers and exchange valuable insights.

To help members continue the conversation beyond the event, we provided note-taking sheets, encouraging them to jot down key points and follow up with each other later. The result? A high-energy, engaging 50-minute session where attendees were fully immersed, actively participating, and enjoying the process of learning from one another.

Fostering Education Through Community

This activity highlighted an essential truth: some of the best educational experiences come from within our own community. Sharing our work, receiving feedback, and exchanging ideas not only fostered a sense of accomplishment but also strengthened our chapter bonds.

Inspired by this, we also discussed creating a shared Google Drive where members can upload their materials for ongoing collaboration. This resource will be included in our upcoming chapter minutes to ensure everyone can continue benefiting from the ideas shared during the meeting.

A Special Thank You to Our Host

We were incredibly fortunate to have Amy Sneed at Capital City Club as our host. She went above and beyond, providing beautiful Galentine’s goodie bags, each containing a red rose, and treating us to a delicious lunch that made the event feel even more special.

As we reflect on this successful gathering, we look forward to continuing these enriching experiences, fostering deeper connections, and learning together in innovative and meaningful ways.

Dael Schuz

Director of Membership & Communications 

Atlanta Country Club

President North Georgia Chapter

As the Managing Member of PCMA and a co-founder of the Association, I have had the privilege to witness—and actively contribute to—a remarkable evolution that has positioned the Membership Professional as a critical member of a private club’s management team. Today, membership professionals are responsible for far more than just membership growth. This transformation, like the broader evolution of associations across the Private Club Industry, has been driven by collaboration—a cornerstone of success for decades.

Historically, as private clubs faced increasing operational challenges, club leaders recognized the need for a professional management team to ensure long-term success and sustainability. This led to the creation of distinct departments within private clubs, each managed by professionals with specialized education, training, and expertise. Over time, this shift gave rise to specialized professional associations dedicated to supporting the specific roles within private clubs. These associations were formed to address the unique needs of various professional positions within the management structure, from membership and communications to finance, food and beverage, and beyond. Like the operations of private clubs themselves, these associations thrived on collaboration, forming strong alliances united by a common goal: advancing the success of private clubs and the professionals who dedicate their careers to this industry.

For many years, these specialized associations worked together to set industry standards, share best practices, and support their members through educational programs, certification opportunities, and access to peer-driven communities. By focusing on their members' distinct areas of expertise, these associations helped their members achieve their goals, overcome challenges, and maintain their integral roles within the private club management team.

In recent years, however, this spirit of unity has begun to erode. The collaborative landscape of the Private Club Industry is increasingly giving way to competition, with some associations pursuing a strategy of consolidation. As recently as nine months ago, a representative from one influential private club association publicly stated their intent to compete for members—not just within their professional scope, but across roles traditionally served by other associations in the industry.

This shift signals a troubling departure from the collaborative alliances that have historically defined the Private Club Industry. Competing for members across different professional positions within private clubs not only demonstrates a lack of willingness to work together but also risks undermining the progress that has been achieved through decades of cooperation.

As Managing Member of PCMA, I have often stated that our Association must serve its members just as their private clubs serve their own members—by delivering the benefits and services most desired and needed. For PCMA, this means aligning certification opportunities with continuing education, ensuring that Membership and Communication Professionals have the knowledge and skills required to meet the expectations of their club leaders. It also means keeping our members informed of industry trends, providing resources for professional development, and fostering peer-to-peer collaboration. After 30 years, PCMA remains steadfast in its commitment to Membership and Communication Professionals, focusing on their unique roles and evolving needs. This commitment has been a driving force behind PCMA’s ability to support its members effectively, ensuring their success as integral members of their clubs’ management teams.

The competitive mindset driving consolidation within the Private Club Industry introduces several challenges. First and foremost, it signals divided interests. Time, focus, and dues revenue that could be used to strengthen an association’s existing members are instead redirected toward attracting new members from other associations or professional roles. This approach risks alienating both current and prospective members. Incoming members may perceive themselves as little more than contributors to the association’s bottom line, while existing members may question whether their needs will continue to be prioritized. Attempting to serve the diverse needs of all private club professionals under one umbrella—without the specialized focus provided by dedicated associations—could result in chaos and neglect.

The varying demands of private club professionals require tailored certification paths, educational programs, and skill development. Attempting to consolidate these distinct needs into a single association undermines the very foundation of the industry’s success: collaboration between specialized associations. It doesn’t take a Rhodes scholar to see the potential harm in shifting from a model of alliance-building to one of consolidation driven by misaligned intentions.

On behalf of PCMA, the only national association solely focused on advancing Membership and Communication Professionals in the Private Club Industry, I urge all members of professional associations to remain vigilant. Take the time to evaluate the intentions behind these shifts, and ensure that you are making informed decisions that align with your career goals and the needs of your role. The Private Club Industry has thrived not through the efforts of one overarching association, but through the collaboration of specialized organizations united by a shared mission. This approach has fostered some of the finest professionals in the hospitality industry and has contributed to the long-standing success of private clubs across the country.

As we look ahead, let us remember the strength that comes from unity and the importance of supporting associations that remain dedicated to their members’ unique roles and expertise.

May you make the best decisions for your career and the future of this industry.

Donna Coyne-Brackin Managing Member  PCMA

Jordan’s professional career began after graduating from Texas A&M University in 2005 with a bachelor’s degree in journalism. After a brief stint in the television news industry, he transitioned into marketing and communications, taking on roles in tourism, economic development, and hospitality. Over the years, Jordan served as a Marketing Director and Digital Director for several organizations, gaining valuable experience in strategic communication and brand development.

In 2018, Jordan relocated to Pennsylvania with his wife and two daughters, embarking on a new chapter in his career. It was here that he discovered a passion for the private club industry, building on his expertise in hospitality marketing. He joined Doylestown Country Club as the Director of Membership and Communications, a role he held for nearly six years. During this time, Jordan made a significant impact by driving membership growth, enhancing communication strategies, and fostering a strong sense of community within the club.

Jordan attributes much of his professional development and success in the private club industry to his involvement in PCMA. He recalls his early days in the industry with gratitude:
"In 2019, when I first entered this field, a close peer—and now friend—Jacob Smith, who was serving as the President of the Philadelphia Chapter of PCMA, encouraged me to join the organization. That advice was invaluable. My first PCMA Annual Conference opened doors I never imagined, expanding my network exponentially and inspiring me to pursue a leadership role in the private club industry. I set a personal goal to one day become a General Manager, and PCMA’s education, resources, and supportive community helped make that dream a reality."

Jordan’s story is more than just a testament to his hard work—it highlights the profound impact of PCMA’s mission to empower membership and communication professionals in private clubs. Through PCMA’s certification programs, continuing education opportunities, and peer-to-peer collaboration, Jordan was able to build the skills and confidence needed to advance in his career.

Beyond his professional achievements, Jordan emphasizes the importance of the connections and relationships he’s built within PCMA.
"Throughout my journey, I’ve been fortunate to have mentors, champions, and friends within PCMA who have guided and supported me. Their encouragement has been instrumental in my growth, and I’m excited to pay that forward in my new role as General Manager."

As Jordan steps into his new leadership position at Doylestown Country Club, he brings with him a vision of excellence and a commitment to fostering community—values he has cultivated throughout his career and his time with PCMA. His passion for the private club industry and his dedication to continuous learning serve as an inspiration to professionals across the field.

PCMA congratulates Jordan Meserole on this well-deserved achievement and looks forward to seeing the incredible contributions he will make as General Manager of Doylestown Country Club.

Jordan Meserole  General Manager  Doylestown Country Club

Education and Key Takeaways

Kristen George and Jordan Meserole led an insightful discussion on "Unreasonable Hospitality" by Will Guidara, encouraging all participants to read the book beforehand. The book emphasizes that creating a hospitality-first culture can transform your business by attracting and retaining talent, turning customers into fans, and boosting profitability. Key points included the importance of human connection, being present, and treating each person uniquely. The discussion also highlighted that hospitality is a leadership skill crucial for team cohesion and high performance.

One standout idea was the "rule of 95/5," which suggests managing 95% of your business meticulously while spending 5% on thoughtful, impactful gestures. This approach can significantly enhance the guest experience. The concept of the "Dream Weaver" role was also discussed, focusing on empowering staff to create memorable experiences without needing a big budget.

Chapter Business Updates

Jordan thanked the 2024 Board for their contributions and provided an update on Kirstin Patterson’s new job. The chapter unanimously approved the 2025 Board members: Michelle Scanzano, Christina Forlano, Kristen George, Julia Ohrwaschel, and Meghan Stambaugh. Their collective efforts are set to continue driving the chapter's success.

Networking Discussions

The meeting concluded with vibrant networking discussions, sharing creative ideas for member and staff recognition. Highlights included delivering a onesie to a member who had a new baby, innovative "employee of the month" programs, and involving staff in planning appreciation events. The group also explored effective ways to capture member photos for internal systems.

In conclusion, the Philadelphia Chapter meeting was a memorable event filled with valuable insights and practical ideas. The focus on "Unreasonable Hospitality" provided a fresh perspective on enhancing member and guest experiences, while the networking discussions fostered a sense of community and collaboration. Here's to putting these ideas into action and making every interaction memorable!

Artificial intelligence enables machines to perform tasks traditionally requiring human intelligence, such as decision-making, pattern recognition, and language processing. Technology is becoming integral across various sectors, including hospitality, marketing, and operations management. For private clubs, AI offers practical tools to streamline operations, engage members on a deeper level, and make data-driven decisions that enhance the member experience. As member expectations rise and the club industry becomes increasingly competitive, AI provides a pathway to create more personalized, efficient services, distinguishing clubs from the competition and enhancing their value proposition.

One of AI’s most transformative advantages is its ability to deliver highly personalized experiences. By analyzing data on member behaviors and preferences, AI enables clubs to tailor services and recommendations that significantly boost member satisfaction. For example, AI can track a member’s attendance at specific events, dining choices, and activity preferences, then provide personalized invitations or suggestions based on these insights. Imagine a member receiving a tailored invitation to a wine-tasting event based on their past attendance at similar activities, or a family being notified of a kid-friendly event because of their interest in family-oriented programming. This level of personalization can strengthen member engagement and retention, helping members feel seen, understood, and valued.

How AI Can Help Clubs Personalize Member Experiences

Personalization is key to building strong, lasting relationships with members. Artificial Intelligence (AI) offers private clubs powerful tools to create customized experiences that make members feel seen, understood, and valued. By leveraging AI, clubs can analyze member preferences, predict their needs, and offer tailored services that enhance satisfaction and loyalty.

Here’s how AI can help clubs deliver truly personalized member experiences and the steps to implement it effectively.

Why Personalization Matters

Today’s members expect more than just excellent service; they seek experiences tailored to their unique preferences. Personalization can drive engagement, increase event attendance, and elevate member satisfaction—key factors in improving member retention. For instance, acknowledging a member’s interest in wine tastings or specific fitness classes and customizing communications around those interests helps them feel like a valued part of the club community.

How AI Powers Personalization

AI tools can analyze vast amounts of data to identify patterns in member behavior. Information such as event attendance, dining preferences, activity participation, and survey feedback becomes even more valuable when enhanced by AI. By processing this data, AI can predict members' preferences and deliver personalized recommendations that align with their interests.

Actionable Ways to Use AI for Personalization

1. Tailored Event Invitations
   AI tools like HubSpot or Salesforce can track member preferences and automate personalized event invitations. For example, if a member has previously attended wine-tasting events, AI tools can automate a customized email inviting them to an upcoming wine-focused event.

2. Custom Recommendations                                                                                                                                 AI-powered platforms like Blueshift and Dynamic Yield can recommend activities or services that align with members' interests and needs. For example, based on a club's membership demographics, these platforms could suggest new family-oriented events, centered around kid-friendly activities or family holiday celebrations, that the club has not offered in the past.

3. Enhanced Dining Experiences
   AI tools can analyze members' dining history to recommend menu items and alert members to themed dinners that match their tastes. For example, AI might suggest a new seafood dish to a member who frequently orders fish as an entrée.

4. Seasonal Programming Suggestions
   Using predictive analytics, AI tools like Tableau can anticipate member wants or interests based on seasonal trends. For example, if members typically play only 9 holes of golf during early spring due to early morning temperatures, recommendations for attractive golfing activities centered around 9 holes of golf followed by lunch and a game of bridge or dominos, could be offered to get the club back in full swing in early spring. 

Steps to Implement AI for Personalization

• Integrate Member Data into an AI System: Start by connecting your club’s member database to an AI-powered CRM like Salesforce. Make sure you’re collecting useful data, such as event attendance, dining habits, and activity participation.

• Automate Communications: Use email platforms with AI capabilities, like Mailchimp or Active Campaign, to automate and personalize means of member outreach.

• Analyze Feedback: Incorporate AI tools to evaluate member surveys and feedback, ensuring programming aligns with their preferences.

• Monitor and Adjust: AI insights improve over time as more data is gathered. Regularly review analytics to refine personalization strategies and adapt to changing member interests.

Real-World Example

A private club used AI to track attendance at themed dinners and learned that a specific group of members consistently attended wine-focused events. The club used this insight to create an exclusive wine club with early access to tastings, personalized recommendations, and curated wine pairings. This not only boosted attendance but also strengthened member loyalty.

The Impact of Personalization

By using AI to create tailored experiences, clubs can significantly improve member satisfaction. Personalized communications and customized programming make members feel valued, increasing their connection to the club and boosting retention rates.

With AI, personalization becomes scalable and efficient, allowing clubs to deliver meaningful experiences that keep members returning to the club for more.

Nashawtuc Country Club in Concord, MA, recently hosted the New England PCMA & Club MarComm Community Education Event—a dynamic gathering of private club professionals focused on enhancing marketing and membership strategies. This one-day retreat brought together industry leaders, expert speakers, and creative thinkers, making it an inspiring day filled with impactful sessions and collaborative discussions.

Featured Experts

The retreat featured insights from some of the private club industry’s brightest minds:

• Sandra Petti – Nashawtuc Country Club
  
• Holly Potter – Hartford Golf Club
• Katie Freedman – Tedesco Country Club
• Sean Bleyl – MembersFirst
• Brendon Albrizio – MembersFirst Partner
• Denny Corby – Private Club Radio

Key Highlights from the Event

The Membership Director’s Playbook
This session delivered high-impact strategies for growing and retaining memberships in an increasingly competitive market. Attendees left with practical tools and approaches to drive membership engagement and boost their club's value proposition.

The Magic Behind the Mic
Led by Denny Corby of Private Club Radio, this session explored how podcasting and digital media can amplify club messaging and foster deeper connections with members. Corby’s insights emphasized the importance of storytelling and authentic conversations in strengthening a club’s brand.

Where Tradition Meets Tech
This session focused on how clubs can embrace modern technology without losing sight of their core values and traditions. From using digital tools to streamline communication to enhancing member experiences through automation, attendees learned practical tips for seamlessly integrating technology into their club’s operations.

Idea Jam
The day wrapped up with a collaborative brainstorming session that encouraged participants to think creatively and share ideas for the year ahead. This interactive session sparked fresh concepts for 2025 programming, events, and marketing initiatives, leaving everyone inspired and energized to implement new strategies.

Takeaways for Success

The retreat delivered valuable insights and actionable solutions to help clubs stay competitive and innovative. Attendees walked away with:

• Proven strategies for membership growth and retention.
• Practical ideas for integrating technology into traditional club operations.
• Fresh inspiration and creative plans for 2025 programming and communications.

Looking Ahead

The New England PCMA retreat exemplified the power of collaboration and knowledge-sharing in the private club industry. By bringing together seasoned professionals and forward-thinking experts, the event left participants equipped to elevate their clubs’ member experiences, communication strategies, and overall success.

Dael Szuch 

Director of Membership & Communications 

Atlanta Country Club

 Becky Deleeuw

Director of Membership Services

Lehigh Country Club

As we celebrate the spooky season, we take a moment to celebrate the creativity and enthusiasm of our PCMA community. This year, Atlanta Country Club, led by the talented Dael Szuch, hosted its much-anticipated Spooky Dinners. Guests were treated to an immersive experience as they navigated a captivating haunted house, featuring both thrilling and whimsical elements before reaching their dinner tables. The event was filled with joy and festivity, making it a highlight of the season.

Equally impressive was the Halloween celebration at Lehigh Country Club, coordinated by Becky Deleeuw, which took place on October 19. The event featured a variety of engaging activities, including hayrides to the "pumpkin patch" located by the vegetable garden, where guests could pick and decorate their own pumpkins. The celebration also included live spooky animals from the Wildland’s Conservancy, bounce houses, and inflatables, ensuring fun for all ages.

Participants enjoyed a vibrant costume parade and contest, face painting, and story time with Wanda the Wacky Witch. With activities such as sack races and cornhole, the event fostered camaraderie and spirited competition among guests. The evening culminated around cozy fire pits with delicious s’mores, creating a warm and inviting atmosphere for dancing and celebration.

These events exemplify how our members bring the Halloween spirit to life, crafting memorable experiences that enrich their communities. We encourage everyone to share their own Halloween highlights and stories. Together, let’s continue to celebrate the creativity and joy that make this season so special!

Forest Lake Country Club

Hosted by Debbie Warnicke, we kicked off the day with a warm Meet & Greet and had the pleasure of welcoming new member Maggie McCarren. Forest Lake has been busy with clubhouse renovations, with $5,000 invested and another $6,000 going toward improvements on holes 10-18. What’s next? Enhancements to the pool and courts are in the pipeline, and members now enjoy the convenience of 24/7 fitness access via swipe entry.

Orchard Lake Country Club

With Nicole Petrone as our guide, we took in the recent clubhouse updates and learned about Orchard Lake’s Junior and Adult Sailing programs. A standout feature was their beautiful picnic area, where members can bring their own food and grill. The club maintains its traditional charm with a no-denim policy, and the visit concluded with cocktails and hors d’oeuvres.

Pine Lake Country Club

Our final stop was Pine Lake, hosted by Alexandra Wendland. The club has undergone extensive remodeling of the clubhouse and golf course. Members now benefit from a new indoor tennis facility and boat wells, adding even more recreational options.

Key Takeaways and Presentation Highlights

The meeting wrapped up with an engaging presentation from Pine Lake’s President, Ted Opie, who shared insights from his experience at GE. He introduced the idea of creating a focus group of boards and GMs from similar clubs to exchange best practices, particularly around bylaws and club rules.

Key topics discussed during the meeting included:

• Pool Season Management: Strategies for managing pool operations when lifeguards return to school.
• Dues Increases: Several clubs saw a 5-7% dues increase this year, highlighting the importance of strategic financial planning.
• Senior Membership Qualifications: How to define clear criteria for senior memberships.

Upcoming Events for the Michigan Chapter

• November 1: Q4 Fall Dinner Meeting at Kent Country Club, followed by an Evening of Comedy. The weekend continues with a Saturday morning brunch at Sundance Bar and Grill, hosted by Jason Brower.
• December 5: Our Holiday Gathering at the Country Club of Detroit will feature a trip to the War Memorial in Grosse Pointe Farms. The event includes an overnight stay at CCD and a chance to get creative with some festive Christmas artwork.

Key Communications Tactics:

• Regular Status Updates: Keep members informed with timely updates on the club’s status. Use multiple platforms (email, social media, and SMS) to share the latest information on when operations might resume, what services are currently unavailable, and any steps taken to ensure the club's safety.
• Offer Assistance to Members: Provide direct aid to members affected by the storm through:
  • To-go meals or prepared food options available for pick-up, especially if local grocery stores are closed.
  • Water and charging stations on club grounds, if possible.
  • Organize club-led cleanup efforts for members and local neighborhoods.
  • Temporary access to other amenities (e.g., Wi-Fi access, showers) that can be useful for those without power or water at home.

• Promote Hurricane Recovery Tips: Educate your members by sharing:
  • Links to local recovery resources and shelters.
  • Updates from local government agencies.
  • Best practices for handling post-hurricane cleanups, such as debris removal guidelines and health precautions to avoid mold and water damage.

• Stay Engaged with Your Community: Keep the connection strong even if the club isn’t open by:
  • Hosting virtual town hall meetings to address members’ questions.
  • Sharing positive news, such as member assistance stories or club recovery efforts.
  • Providing wellness check-ins or surveys to gauge how members are doing and offer support where needed.

• Anticipate Reopening Communication: Keep your members informed on your reopening process:
  • Share the steps being taken to restore normal operations.
  • Be transparent about timelines and delays, if any.
  • Clearly communicate which services will return first and any restrictions in place for reopening.

Empathy and Connection Through Member-to-Member Support

As we all continue to weather the storm, the PCMA member forum is a valuable resource where you can share your unique challenges and ideas directly with fellow private club professionals. Whether you’re seeking specific advice on recovery efforts or looking for creative solutions to serve your members, the PCMA community is here to help. Let’s support one another as we navigate these difficult times and ensure that we emerge stronger together.

These certifications reflect a steadfast commitment to maintaining the highest standards within the private club industry. From strengthening member relationships and refining membership strategies to driving brand development, these newly certified professionals are positioned to make a lasting impact within their clubs and the broader community.

Please join us in congratulating the following individuals who passed their certification exams at the Conference:

Christy Cohen, CMP: Long Cove Club

Suzanne Gile, CMP: Palm Aire Country Club

Elaine Matts, CMP: The Amelia Island Club

Wendy Fejzo, CRP: The Amelia Island Club

Jesse Cauchon, CMP: Vermont National Country Club

Melissa Bauer, CMP: Sawgrass Country Club

Will Johnston, CMP: Westborough Country Club

Grace Keegan, CCP: Greenwich Country Club

Mallory Syx, CMP: Westfield Country Club

Stephanie Crowell, CMP: Athens Country Club

Melissa Adams, CMP: The Dunes Golf and Beach Club

Lisa Carruth, CMP: BreaBurn Country Club 

Kristina Rojas, CMP: Fort Lauderdale Country Club

Molly Becker, CMP: Blue Hills Country Club 

These certifications signify more than just a title; they reflect a strong dedication to continuous learning and innovation in club membership and operations. As these professionals move forward in their roles, they will continue to play an integral part in shaping the future of the private club industry.

PCMA is incredibly proud of all of you, and we look forward to watching you lead with vision, innovation, and excellence. Your success is an inspiration to the entire PCMA community!

Elevate Your Career with PCMA’s Professional Certification Program

Are you ready to take the next step in your career and join the ranks of these accomplished professionals? PCMA’s certification programs—Certified Membership/Marketing Professional (CMP), Certified Communications Professional (CCP), and Certified Member Relations Professional (CRP)—are designed to equip you with the skills and knowledge needed to excel in the private club industry.

Our certification programs are more than just a credential; they’re a pathway to professional growth, industry leadership, and personal fulfillment. Whether you’re focused on enhancing member engagement, driving strategic marketing initiatives, or mastering communications, our certifications will give you the competitive edge you need to succeed.

Don’t miss out on the opportunity to elevate your expertise and impact within your club. Learn more and enroll in PCMA’s professional certification program today!

Learn More & Enroll

The Evolution of Membership Onboarding

When I assumed my position in 2017, the onboarding process was straightforward yet lacked a personal touch. Members would fill out an application, await board approval, and become a part of our community. Initially, we provided membership baskets that the new member had to personally come pick up, but as these began to pile up in our office, unclaimed, we realized the need for a change. This led to the discontinuation of the baskets, a decision that surprisingly didn't draw much attention.

However, with the reorganization of duties in early 2023, I saw an opportunity to revitalize and personalize our approach to welcoming new members. This endeavor began modestly with a gift of a postcard set featuring the original architectural drawings of our renowned golf course and their By-Law/Rule book.

Introducing the New Member Welcome Boxes

Our new member welcome boxes have since evolved into a more robust and thoughtful offering. Each box, adorned with lively images of our club, contains a carefully selected array of items:

• A travel bag to enjoy the extras that are needed for the pool
• Specially branded Golf towel for only the new members (this let’s me see how many member’s are using their goodies!)
• Two pairs of stylish sunglasses.
• YCC-branded lanyards and keychains, adding a touch of exclusivity.
• A four-postcard set showcasing the original designs by Robert Trent Jones, Sr.
• A Rule & By-law and membership directory book, pens, notepads, and stickers (I like to make sure there are 2 stickers for every kiddo!).
• A unique USB flash drive loaded with essential membership documents and a warm "Welcome to the Club!" message.

These items are meticulously hand-tied with a branded ribbon, topped off with a beautifully handcrafted (by yours truly) bow. This personal touch, I believe, sets our welcome boxes apart.

Impact and Feedback

The response to the new boxes has been overwhelmingly positive. New members appreciate the immediate access to crucial membership information, and existing members have expressed a desire for such a thoughtful welcome. Interestingly, our older members often call to inquire about the 'doohickey,' referring to the USB flash drive! In their defense, if you didn’t know technology well, you wouldn’t know it was a flash drive!

Future Plans and Personal Reflections

Looking ahead, our goal is to tailor these boxes more specifically to each new member's type of membership. For example, resident members might receive golf balls, while court sports and pool members could find goggles and tennis/pickleball balls in their welcome kits.

This project holds a special place in my heart. I adore my job and our clubhouse, and through these welcome boxes, I get to share a piece of this love and pride with every new member. It's not just about handing out gifts; it's about crafting an onboarding experience that resonates with our members' passions and interests, fostering a deeper connection with our club from day one.

As we continue to innovate and adapt, our focus remains on enhancing the member experience, ensuring each individual feels a part of our cherished YCC family. Stay tuned for more updates as we embark on this exciting journey of creating memorable, personalized welcomes for every new member who joins our esteemed community.

Michelle Polak, CMP Yellowstone Country Club Bookkeeper & Membership Director

Influence by sharing knowledge; not hoarding it

Contrary to traditional beliefs that hoarding information secures one's influence, the real strength lies in the art of sharing knowledge. Be careful not to set yourself up as the person ‘they have to ask’ for information. By fostering an environment where insights flow freely and collaboration is championed, you can cultivate a culture of collective empowerment. You become the manager of empowerment, not just the person who has all the answers. By using this empowerment to drive accountability, employees are entrusted with their roles while leaders verify that they are fulfilling their tasks to the standard and beyond. This not only elevates the club's operations and can impact productivity and morale, but also fortifies its reputation as a beacon of innovation and excellence.

Solve the ‘paper-cut problem’

Don’t brush aside minor frustrations as mere nuisances, it's time to rethink your approach and tackle these silent productivity killers head-on. These minor yet persistent annoyances are typically overlooked, accepted as part of the daily grind. What if addressing these tiny troublemakers can lead to significant improvements in efficiency, satisfaction, and overall club operations? The power of solving the 'paper-cut problems,' transforming minor irritations into major opportunities for enhancement and elevating your club's service standards to unprecedented heights.

Become a thought leader

Becoming the recognized authority in your department not only enhances your professional reputation but also positions your club as an example of excellence and forward-thinking. By sharing groundbreaking insights and learning how to harness your expertise and passion to influence, inspire, and lead your peers, you transform your role from a capable director to a high-impact employee. Encouraging those around you to do the same will provide rich, varied input which can only come from people with different viewpoints and skill sets.

The Job Description is just the starting point

In our ever-evolving Clubs, the ability to embrace flexibility isn't just a bonus—it's a strategic imperative. As paradigms shift and expectations evolve, those who can cultivate adaptability will thrive. By embracing its transformative power, agility will become a cornerstone of success. Staying rigid to one’s job description isn’t the answer. You must allow the description to progress with the needs of the Membership and Club.

Task Mastery

Mastering the art of prioritization and time management isn't just a skill—it's a strategic advantage. Imagine reclaiming control over your day, confidently navigating through tasks with precision and purpose. By embracing the power of effective prioritization, and techniques to streamline your workflow, you can maximize productivity without the added hours just as a means to prove that you’re dedicated. Whether you're a seasoned executive or a rising star, mastering these essential skills can propel you towards your goals with clarity and efficiency. Setting reasonable, manageable boundaries will enable you to soar in prioritization.

Standing out as a high-impact employee requires more than just meeting expectations— it's about exceeding them with passion and innovation. Remarkably effective people are predisposed to action. By harnessing your unique strengths, embracing continuous learning, and fostering collaborative relationships, you can transform from a reliable team member into an indispensable force of progress. Remember, success is making those who believe in you look brilliant. The path to becoming a standout performer is paved with bold moves, creative thinking, and an unwavering commitment to excellence. So, step into the spotlight, seize opportunities to shine, and leave an indelible mark on your organization. 

Rachel Leatherwood MCMP

President of the North Texas Chapter

Rivercrest Country Club 

We are thrilled to announce the launch of the newest addition to the PCMA family – the PCMA Pittsburgh Chapter! This exciting expansion marks a significant milestone in our mission to foster professional growth, networking, and collaboration within the industry. Pittsburgh, known for its rich history, vibrant culture, and dynamic business environment, is the perfect home for our latest chapter. The PCMA Pittsburgh Chapter will serve as a hub for industry professionals, providing them with valuable resources, educational opportunities, and a supportive community to help them thrive in their careers. The new chapter will offer a variety of programs and events designed to enhance professional development and foster meaningful connections among members. From workshops and seminars to networking events and social gatherings, there will be numerous opportunities for members to learn, grow, and share their expertise. Educational workshops will keep members ahead of industry trends with expert-led sessions covering the latest in membership, marketing, and technology. Networking events will provide the chance to connect with fellow professionals, exchange ideas, and build lasting relationships within the Pittsburgh community.

The PCMA Pittsburgh Chapter will be led by a dedicated team of industry veterans who are passionate about fostering a thriving professional community. Their vision is to create an inclusive and dynamic chapter that not only meets the needs of its members but also contributes to the broader goals of PCMA. The launch of the PCMA Pittsburgh Chapter is just the beginning. We are excited to see how this new chapter will grow and evolve, and we look forward to celebrating its successes in the years to come. Together, we will build a strong, connected, and innovative community. Thank you for being a part of this exciting journey. Welcome to PCMA!

Michigan Chapter: The Michigan Chapter gathered at the picturesque Red Run Golf Club on February 27. The meeting was attended by the full leadership board, along with a strong showing of members both online and in-person, including one non-member. The highlight of the gathering was a presentation by Rhonda Scharf, an award-winning speaker, author, consultant, and trainer. The agenda was packed with chapter business discussions and early planning for upcoming meetings, showcasing the chapter's commitment to excellence.

Greater Philadelphia and Vicinity Chapter: On March 15, 2024, the Greater Philadelphia and Vicinity Chapter met at the prestigious Tavistock Country Club. The event drew an impressive crowd of over 20 members and non-members. The meeting featured a diverse lineup of speakers, including JP Dawson, General Manager at White Manor CC, Tyler Henry, Club Manager at Ledgerock Golf Club, Colin Mack-Allen, General Manager at Tavistock Country Club, and Jacob Smith, President at Fitler Club. The discussions centered around professional development approaches, providing valuable insights for all attendees.

North Georgia Chapter: The North Georgia Chapter convened at TCP Sugarloaf in February, focusing on key updates from PCMA National, such as the member referral program and the 2024 Conference. The meeting also featured guest speaker Shanna Bright, who shared insights on member communications best practices and strategies to address common club communications challenges. The event was a testament to the chapter's dedication to keeping its members informed and engaged.

These highlights from the first quarter of 2024 are just a glimpse of the impactful work being done by PCMA's chapters nationwide. As we look ahead, we are excited to continue supporting our chapters and witnessing the innovative ideas and collaborations that will shape the future of our industry. Stay tuned for more updates and success stories from our chapters throughout the year!

Cheryl Selph Communications Director Red Run Golf Club Michigan Chapter President

PCMA’s Michigan Chapter hosts informal roundtables via Zoom every second Wednesday during the months without in-person meetings. These virtual gatherings provide a cozy, judgment-free zone for associates to connect informally, share ideas, and inspire creativity by bouncing ideas off of one another. Often serving as our very own country club director’s therapy sessions, these meetings offer a space to dish, vent, and laugh about our shared challenges in the whirlwind of the country club world. Whether it's staff/employee issues, member engagement, or other hurdles, we're all navigating similar twists and turns, and pivoting with smiles as we juggle our never-ending responsibilities.

In these informal meetings, we dive into various aspects of our club work life, from gauging member satisfaction and retention to discussing our philanthropic endeavors. We also address maintenance concerns and staffing needs, exploring ways to keep our facilities desirable, so we can keep our jobs! We discuss the challenges of managing time constraints when it comes to keeping up with social media and advanced technology. We're always brainstorming in our quest for new event ideas to engage members of all ages, with teenagers being the most challenging to amuse. Discussions extend to salary considerations, evaluating our management teams, and refining club rules, along with brainstorming creative approaches to get our members on board to follow them! Our topics of discussion are limitless.

What truly sets these roundtables apart is the vibe. Despite the diversity among our clubs, they share an incredible amount of similarities. Overall, our informal roundtables provide a platform for us to share stories and support one another in this ever-changing and growing country club landscape. Each meeting feels like a casual hangout, leaving us grateful for our shared experiences and camaraderie.

Beyond business, these roundtables feel like virtual coffee breaks with friends, where professional connections evolve into genuine friendships. The Michigan Chapter has a rich history of cultivating enduring connections and friendships long before I joined this exceptional association. I count myself fortunate to now be among these esteemed professionals, whom I proudly consider friends. We'd love to extend the invitation to other Chapters to join in!

Aberdeen Country Club

Midland Country Club 

Maryland Golf & Country Club 

The Lodge & Club of Ponte Vedra Beach 

Julie O’Neill Director of Membership Panther National

The tapestry of women's history and pivotal milestones have paved the way for gender equality. From the hard-won right to vote in 1919 to Hillary Clinton's groundbreaking Presidential nomination in 2016 and Kamala Harris's historic Vice-Presidential inauguration in 2021, women have consistently shattered societal barriers. However, as we step into 2024, obstacles still persist within the Private Club Industry obstructing women's ascent to leadership roles. This article delves into some of the challenges faced by women striving to assume leadership positions in the private club sector. In an industry where the "good ole' boys" network still wields influence, a generation of women, once promised they could have it all, still grapple with issues that in 2024, we would have thought would be long gone.

The Struggle for Recognition: Despite considerable strides in various sectors, private clubs seem to be stuck in a time warp where women are often expected to balance delicately between femininity and strength, ambition, and restraint. It's disheartening to acknowledge that, even in this day and age, some male and female leaders fail to recognize and appreciate the invaluable contributions of women in leadership roles within private clubs.

A Closer Look at the Numbers: Let's delve into the cold, hard numbers for perspective. Across Fortune 500 companies, women hold a meager 15% of CEO positions – a great illustration of the gender disparities pervasive even at the top levels of corporate America. Private clubs, it appears, are no exception to this trend, with a conspicuous lack of transparent data on the number of women in General Manager roles. Google – “What percentage of women are General Managers in Private Clubs?”, and there is no clear data.  However, most of us do not need the data, attend one CMAA meeting, or even look at your own club hierarchy and the disparity is obvious.

The Double Bind of Work-Life Balance: As women juggle the demands of their professional and personal lives, the challenge of achieving a work-life balance is a complex and often difficult reality. The burden falls disproportionately on our shoulders, creating a stark contrast to our male counterparts who may benefit from the support of a partner managing domestic responsibilities. Male leaders also have higher salaries allowing access to childcare and schools much easier for them. The private club world must move towards creating a balanced environment where men and women do not have to sacrifice their families or personal goals to climb the professional ladder.

Overcoming Stigma and Changing Mindsets: The struggle becomes even more pronounced for single mothers, divorced women, and those managing families on a single income. A societal stigma looms, overshadowing professional accomplishments and hindering progress. Within private clubs, it becomes increasingly evident that a more inclusive and understanding environment is imperative to enable women to ascend to leadership roles within the club industry.

The Age Factor: Adding another layer to this complex narrative is the societal bias towards youth and beauty in women. This bias, all too familiar in Hollywood, leaves aging actresses struggling to find roles. Similarly, aging women within the private club industry may find themselves struggling with stereotypes or unconscious biases that undermine their expertise and experience.

Walking the Walk: It's time for the private club industry to move beyond lip service and actively promote diversity and inclusion. Male leaders must transition from using buzzwords in meetings or marketing materials to tangible actions that elevate women to higher roles. Creating mentorship opportunities, acknowledging the strengths that diversity brings, and reshaping leadership teams to reflect a more inclusive future are all essential steps. 

The time for a change in the private club industry where more women hold leadership roles has arrived, and the responsibility lies with our current leaders both male and female to spearhead this transformation. We need to continue to discuss and advocate for these changes, refusing to shrink ourselves to fit into outdated expectations. Instead, let us demand that others rise to the expectations we set for ourselves and our industry, forging a path toward a more inclusive and equitable future. 

Rick Coyne

Founder & President, Club Mark Advisors

Success as a Strategic Imperative: Navigating Cycles in the Hospitality Industry

Drawing upon over five decades in the hospitality industry, it becomes evident that the landscape is inherently cyclical. Few recognize that golf and clubs are presently experiencing at least their fourth life cycle since the extravagant days of the 1900s reminiscent of Gatsby. My belief is that the recent challenges posed by lockdowns and the tragic impact of Covid have sparked the latest life cycle, leading to significant growth for many clubs and injecting a much-needed boost into the game of golf. The question now is, what lessons can we glean from these cycles?

In my college economics days, we were taught that life cycles follow a predictable pattern of high growth, followed by lower growth, maturity, and eventually, decline. The crucial question is: What can businesses do differently to prolong positive growth and sustain momentum? Drawing insights from Jim Collins' "How the Mighty Fall," we find five distinct stages of decline:

1. Stage One: Hubris Born of Success
2. Stage Two: Undisciplined Pursuit of More
3. Stage Three: Denial of Risk and Peril
4. Stage Four: Grasping for Salvation
5. Stage Five: Capitulation to Irrelevance or Death

These stages, while initially intended for broader business contexts, resonate with the challenges faced by clubs. Factors such as board turnovers, economic fluctuations, and unforeseen events like Covid can lead clubs down a perilous path without a resilient strategy to hold them together.

Assuming you believe that Covid has ushered in an unprecedented high-growth cycle, here are key considerations for clubs:

1. Raising Initiation Fees: Careful consideration is needed before deciding to raise initiation fees. Understand that a club's market is finite and predictable, typically within a 15-minute drive radius. During peak demand, boards often compare fees with competitors without assessing the individual club's market strength. It's crucial to set fees in alignment with the market's affordability, avoiding overreactions that may lead to regret when normalcy returns.
2. Limiting the Number of Members and Categories: In times of high growth, there may be a tendency to reduce secondary categories of memberships. However, prudent decision-making is essential. Junior, legacy, and senior memberships exist for market-based reasons, and overreacting to favorable conditions can result in unintended consequences. Be realistic and considerate in every decision during periods of high growth.
3. Capital Management: Membership is the ultimate driver of a club's success. Initiation fees create capital, dues generate revenue, and ancillary spending covers service costs. With full membership and limited attrition during high growth, capital sources may dwindle. Recognize that normal turnover is a healthy process, and strategic growth becomes possible when clubs remain brand-centric to their markets.

Conclusion: The hospitality industry, like any other business, must adhere to practices that create loyal members, maintain financial responsibility, and adapt to diverse market conditions. Our industry's goal should be to avoid typical peaks and valleys and instead focus on maintaining a positive and sustainable momentum. As Collins wisely notes, "Whether you prevail or fail, endure or die, depends more on what you do to yourself than on what the world does to you." In the dynamic world we inhabit today, staying curious and proactive in navigating life cycles is key to sustained success.

Sarah Small

Vice President of Membership Sales & Marketing

Gate Hospitality Group

In many boardrooms, the question often arises: "Why do we need a Membership Director now that the club is at full capacity?" In today's private club industry, the role of a Membership Director is more critical than ever.

Over the years, the role of a Membership Director in the dynamic landscape of private clubs has evolved significantly. Their responsibilities now extend beyond the mere acquisition of club memberships and collection of payments or waitlist management. Today, their role has transformed into a multifaceted position involving community engagement, retention, managing membership requests, building relationships, creating connections, crafting innovative member experiences, and spearheading overall club marketing efforts. Member expectations have soared to unprecedented levels.

Private clubs often market themselves as providers of exclusive and personalized services to their members, raising the expectation of prompt attention and personalized care. Quick responses contribute to higher member satisfaction and loyalty, which are crucial for the club's reputation and continued success. The Membership Director is the first point of contact for members' needs and questions. Why? Because they serve as the members' initial connection to the club and their lifelong point of contact for all future endeavors. Membership Directors play a pivotal role in upholding the club's standard of excellence, setting the tone for member interactions and ensuring that every prospective and current member feels welcomed and valued. They must continue to devise strategies that enhance the membership experience and preserve the club's historical reputation.

Beyond membership management and sales, Membership Directors must actively engage with the community. They serve as the face of the club in the local community, fostering positive relationships and partnerships. By participating in dialogues with the Local Chamber, Medical Associations, Non-Profits, Real Estate Brokers, and Homebuilder Associations, they can promote the benefits of the private club and create new avenues for referrals. These valuable relationships allow them to stay informed about the local landscape and maintain a pulse on your region. A few good trends to keep an eye on include: How many homes are being built? What new companies are hiring? How many of the new positions will need relocation? What is the median price point of new and resale homes? Does this match with the current initiation fee forecasted for your Club’s strategic growth? This outreach not only upholds a positive club image but also ensures a steady stream of prospective members. They must continuously build a pipeline of potential members to ensure there are qualified, prospective members even in times of economic stability. This strategic foresight safeguards the club’s financial health especially in times of economic uncertainty.

Membership Directors should have a seat at the boardroom meetings, not as mere secretaries but as valuable contributors. In an ever-evolving Private Club industry, they can provide competitive insights through market research, industry publications, and collaborations with nearby competitor clubs. Establishing channels for sharing information with competitors, though challenging, is essential for the club's overall success. Competitors offer valuable insights into market trends and customer preferences, enabling a private club to gain a comprehensive understanding of the industry landscape. Collaboration on best practices, pitfalls, and warning signs can help a private club navigate the industry more effectively.

The role of a Membership Director has evolved into a crucial layer within the club's management organization, ensuring the club's enduring legacy and prosperity. They are the guardians of the club's reputation, the champions of member satisfaction, and the architects of its future success.

About Sarah

Sarah Small is the Vice President of Membership Sales & Marketing for Gate Hospitality Group. Gate Hospitality is the luxury boutique brand of the family-owned Jacksonville based GATE Petroleum Company. Its four distinct properties represent northeast Florida’s most exclusive private clubs and offers member a sense of place in spectacular settings. Gate Hospitality’s portfolio includes The Ponte Vedra Inn & Club, The Lodge & Club, Epping Forest Yacht & Country Club and The River Club.

Sarah is an industry leader with over 15+ years of private Club Membership Sales experience and is actively involved in the Jacksonville community. She believes a path to success is by fostering relationships, taking risks, expanding creativity and pushing innovation.

In her spare time, she enjoys traveling and experiencing new culture, staying active outside and spending time with friends and family. Her biggest supporters are her husband, Brian, her 7-year old daughter, Ava, and her two dogs, Lyla and Durban.

At Champions Run, Instagram Reels have become an invaluable resource for keeping our members engaged and well-informed. These brief yet captivating videos not only serve as a platform for conveying crucial updates and information but also act as a course of entertainment. By interweaving informative content with entertainment, Champions Run ensures that our members remain engaged. When members are entertained, they are more likely to absorb and engage with the informative information, making Instagram Reels a powerful communication tool within our community. 

One of the unique advantages of Instagram Reels lies in their versatility. At Champions Run, we are adept at transforming everyday activities, events, or even behind-the-scenes glimpses into engaging stories through these short videos. This creative approach allows us to connect with our members on a more personal level, nurturing a sense of community and belonging. By harnessing the storytelling potential of Reels, Champions Run effectively showcases its offerings and cultivates a dynamic online presence that resonates with our members, ultimately strengthening the connection between the club and member. If you are not utilizing Instagram Reels to keep your members informed while also entertaining, we highly recommend! Stop informing and start entertaining! 

Over at Shady Hollow Country Club, members experienced a delightful carnival-themed fall festival. It all began with a morning truck-or-treat event, complete with a vintage hearse. Later, an indoor fair food-themed buffet and carnival games provided hours of enjoyment. The cotton candy station, hot chocolate bar, popcorn machine, and carnival-themed photo booth were absolute hits with the attendees.

The Trick or Treat Trail is an event hosted by Vermont National Country Club that brings out the majority of our members with young kids or grandkids. The event is held the Friday before Halloween every year, and invites members to come out with their family and friends to Trick or Treat around the front nine of the golf course. Kids, parents and staff are encouraged to dress up.

A family will take a cart or two and head off on the trail, where they are met with a spooky graveyard and Halloween décor set up for them to pass before reaching the first hole. Each hole (one – nine) has a different treat for the kids to grab. Two holes were set up as “drink holes” so mom and dad can pick up a treat for themselves if they’d like. Two other holes are a bit more interactive, in that, the kids partake in an activity to collect their prize/treat. Example, they have to retrieve their spider ring from a caldron (filled with uncooked pasta) on one of the holes and the other they played a tossing game with the Golf Shop Staff to collect their homemade club cookies.

Throughout the trail a word scramble is set up (a letter can be found out each of the nine holes where the treats are placed). If the family is able to unscramble the word than they can enter it in the drawing for family “boosket” (grand prize).

After families finish the Trick or Treat Trail, many will come into the dining room (decorated from wall to wall) for a “spooktacular” buffet dinner.

The event came to be during COVID when all Clubs could really host was outdoor events and/or ones that allowed for social distancing. The Trick or Treat Trail was a hit right off the bat and has grown in size and popularity each year. Every year we sell out in the dining room for the buffet dinner following the trick or treat but try to accommodate everyone that reaches out to rsvp for the trick or treat part of the event.

In order to accommodate everyone without it getting “too crazy” and to ensure we have carts for everyone, I space groups out in ten minute intervals (takes about 25-30min to get around the trail/course). We have found that groups 20p. or less work within these ten minute intervals. In order for us to use the front nine and have enough carts we have to stop cart use by 11-11:30am and the last tee time (starting off the first tee) is at 1pm as the event begins at 3pm.

The Trick or Treat Trail is free of charge to our members and their guests (member retention). Members are responsible for the cost of the buffet dinner (separate prices for adults/”tweens” and kids) as well as any alcoholic beverages they get along the trail.

We market the event in our weekly Newsletter, on Social Media outlets (Facebook and Instagram) and in out monthly events video. We also hang flyers of the event in the clubhouse/locker rooms.

The Trick or Treat Trail is one of the “fan favorites” here at Vermont National. It is an event we look forward to each year and I cannot wait to see how it evolves in the years to come!

A big shout-out to Mindy Saban, Brittany Jeschelnig and Jesse Cauchon for sharing their clubs' vibrant spirit and creativity!🎃🍂👻

By Rachel Leatherwood, Member Services Director, River Crest Country Club

We’ve all heard it from those New Members…the questions about where to store their gym bag at the fitness center and where they park for easiest access to the bag drop. You can hear the apprehension in their voice that they don’t want to make the wrong move in front of other Members. But we can ease this apprehension by having a solid onboarding program.

Why is onboarding so important?

First off, First Impressions. It sets the tone for what they are expecting from the Club, If your Onboarding process is chaotic or outdates, New Members could assume the worst. Second, Engagement. You can’t expect every Member to know all the ins and outs of the Club from day one. If left to their own devices, they could become frustrated and choose to leave before they’ve really even started. Last but not least, Relationships. This is not a sale; this is a partnership. How do we build relationships with New Members? Communicate. Connect. And Show Appreciation.

Regardless of the system you implement, onboarding reiterates your Club’s value. By implementing a strong onboarding program and following the 4 Cs and the E that ignites them All, those “New Members” won’t be “new” for long.

Can we agree that onboarding is mutually beneficial to the Club (to keep the New Member) and to the New Member (to want to stay at the Club)? So, what are the 4 Cs of onboarding and what in the world is the E that ignites them all?

COMPLIANCE

The bylaws. The house rules. The tipping policy. The administrative stuff that nobody loves but has to be done.

CLARIFICATION

This is a clear understanding of what’s expected of them, and in the reverse what they expect from the Club. Can they make a tee time before noon on Saturday? Do they have 24-hour access to the locker room?

CULTURE

Often taken for granted because they were referred by a long-time Member so they must fit in, right? But what are our norms? Politics? Unique terms? What makes us tick, formal and those things left unsaid?

CONNECTION

Are they already engaged with a group of Members? Or do they need introductions into the standing Friday morning golf game? The interpersonal relationships every Member needs, and (hopefully) builds at the Club that keep them around.

EXPERIENCE

When we wrap the 4 Cs in experience, it becomes the spark that ignites connections. A remarkable experience promotes loyalty and encourages advocacy.

By mapping out a consistent onboarding experience that can be communicated from the beginning, New Members will know what to expect and there won’t be any surprise interactions (no one really likes surprises, especially surprise phone calls from the Golf Pro at 6 am). Consistency builds trust. Trust builds loyalty. Loyalty builds advocacy. And advocacy generates the excitement that bring prospective members to the Club.

Click here to view the full article with graphics. 

By Melissa Hansen

Director of Membership & Marketing 

The Club at Olde Cypress

In the dynamic world of private clubs, building lasting relationships with members is crucial for success. Every member is valuable, and their loyalty should be acknowledged and celebrated. One way to demonstrate appreciation and reinforce a strong connection is by commemorating the one-year anniversary in which they joined the club.  Celebrating this milestone indicates that you value their patronage and appreciate their trust. It serves as a reminder that their relationship with your club is not taken for granted, which can significantly impact member retention.

At The Club at Olde Cypress, each new member receives a handwritten card enclosed with photos of them enjoying events at the club during their first year.  In the card, I personally thank them for being a loyal member and remind them of the great times we’ve had together thus far.

This simple act is an excellent opportunity to deepen the relationships with each new member.  Additionally, as small tokens of appreciation, I enclose a gift card for a special bottle of wine that has been pre-selected for them during their next experience dining with us.  These small gestures go beyond transactional interactions, forming emotional connections that are fundamental to building long-term relationships.

In today's competitive marketplace, clubs need to find ways to differentiate themselves from their rivals. Celebrating anniversaries offers a unique opportunity to stand out and create a memorable experience. 

Below are a few additional ideas you can easily implement at your club to start the celebration:

• Customized Surprise Packages: Create personalized surprise packages tailored to each member’s preferences and past purchases.
•  Social Media Shout-outs: Give your members a moment in the spotlight by featuring them on your social media platforms. Share their success stories and showcase their favorite moments at the club.
• Handwritten Thank You Notes: In a digital age, handwritten notes hold a special touch. Take the time to craft heartfelt messages of appreciation and send them via mail. It shows a personal touch and leaves a lasting impression.
• Anniversary Discounts and Bonuses: Offer exclusive discounts, freebies, or bonus rewards to members on their anniversary. Think:  Private Cabana at the Pool.  Make them feel like they're receiving a special gift for their loyalty, encouraging repeat purchases and reinforcing their connection with your club.
• Surprise Phone Calls: It can be as simple as that!  Delight your members with unexpected phone calls from a team member expressing gratitude for their continued support. Use this opportunity to gather feedback, address any concerns, and strengthen the personal connection.
• Collaborative Content: Involve your members in creating content by featuring their testimonials, success stories, or even inviting them to contribute guest blog posts or videos. This not only celebrates their loyalty but also gives them a platform to share their experiences.

Remember, the key to celebrating anniversaries creatively is to tailor the experience to each individual member, make it personal, and leave a lasting impression that showcases your genuine appreciation for their loyalty.  So, let us celebrate our members and pave the way for a prosperous future together.

Charlotte City Club is a private haven in the heart of uptown where busy people can make new friends, create new business opportunities, and enjoy the finer things in life in a relaxed, yet refined atmosphere. The Club offers panoramic views of the city, world-class cuisine, and personalized service, and regularly hosts unique tastings, social events, and themed member parties.

Over the course of 2022, we celebrated our 75th anniversary with several events including a golf tournament, an exclusive tequila launch, a bespoke cigar, and many more, but the event of the year with the 75th Anniversary Gala hosted on November 19, 2022. The gala brought together multi-generational members and members new to the city for a glamorous evening of live music, custom beverage offerings, savory food, and revelry for all.

Leading up to the gala, we enlisted the help of a fleet of pink robots to deliver gala invitations to members living in Uptown. Members were astonished that a robot was delivering a personalized invitation, inviting them to celebrate the first 75 years of the club and the future of the Club. This innovative idea really made a splash in Uptown, and led to over 20 membership inquiries.  Check out our Instagram Reel:  IG: Charlotte City Club

After over a year of planning, it was time for the gala. The member experience began in the building lobby, with each member being greeted by name before being beckoned by a mysterious curtain, a crystal hand bell and a note, ‘Ring Bell for Service.’ Members were charmed by gloved hands appearing through the curtain with glasses of champagne, before ascending the express elevators to the main club level. There, they were greeted with shrimp cocktail, a nod to the menu served at the opening gala of the Club’s third location in November 1990.
 
To capture the glitz, glam, and fun of the evening, the Club encouraged members to hop onto a 360 photobooth situated in the rotunda, in addition to the event photographer and videographer. The 360 photobooth was a huge hit for members of all ages!

Our Culinary Team pulled out all of the stops, with fun and unexpected food stations throughout the Club, including in our a la carte kitchen! Members loved the kung pow veggies, poke station, curry, a pasta action station, and a host of sweets.  

In the Lower Club, Members enjoyed specialized bars, including a Bourbon & Bubbles bar. In the Upper Club, Members reminisced in the ‘History Hallway’ where the Club team had pulled together historical newspaper articles, the 60th anniversary book, and even a slot machine, as Club operations were once offset by slot machines!

It was truly an evening to remember! Here’s to the next 75 years, City Club!

Here is a link to the fabulous photos!

So much concern is concentrated around delineating and categorizing what the club is and should be, based upon its current culture and brand, but a big question should be how did it get there in the first place?  For example, did a family-oriented club design itself into that culture, or did the culture manifest over time as circumstances and demographic needs evolved.  If the latter, that is called passive evolution.

While there may be nothing wrong with slow and easy change, what happens when your competitors, vigilante of the ever-changing landscape of demographics, needs and desires are able to see change coming far in advance of you, assimilating to market needs long before your club does?

Who is watching market shifts, analyzing the potential threats and opportunities inherent to the impending changes?  In most businesses, constant evaluation of markets is a common process of staying ahead of the curve and marketing professionals are most often the professional charged with the task of keeping operations abreast of what may lie ahead. 

In the club industry, we tend to look for that comfortable market space and stay there.  But what happens when that once young family neighborhood ages to empty nesters and you are still branding and marketing around your full family and children’s services when that market no longer exists.  

As the title of this yarn suggests, the objective of most associations is to provide adequate knowledge and resources so their professionals can take their rightful and respected place in the Board room.  PCMA is no different. 

Obviously, there are differences in the types of clubs and they are perfectly obvious as to what they are.  Yacht clubs generally have water, golf clubs have golf, country clubs have various amenities, and city clubs have dining, perhaps athletic facilities, and maybe overnight accommodations.  All obvious distinctions and easy to visualize and understand.  But what each club has in common is the need to identify that market that is attracted to the amenities and activities that each possess.  Quite simply we need to do the following, no matter what kind of club you are:

• Identify the demographics of the market you serve, quantify the market in terms of size, affordability, age and interests. They are finite and predictable.
• Look for trends in aging, development and families.
• Look at your competitor clubs not just on price but on the specifics of the market they serve and are branding to attract. The are not necessarily the same as demographics in one location will rarely be an exact match to another that is 2 miles away.
• Share the information with leadership and discuss any changes in direction that the Club should consider on the basis of market shifts
• Examine your current offerings, both amenities and activities to determine maximizing greater attractiveness, usage and satisfaction of current members and potential members in your community.
• Consider changes that may provide greater attractiveness and interest to your existing and yet to be members.

Often, in times as the industry has experienced over the past nearly three years to consider that things might change, but they already are.  Who better to know what lies ahead on the basis of hard data and demographics than a PCMA Professional.

In the coming months, as have the past 3 Critical Thinking Series webinars provided incredible insights into trends and potential challenges to private clubs, we will be digging deeper into the world of data development, analysis and taking your rightful place in the boardroom.

Let’s start 2023 with a BANG! Join us for an informative and fun discussion on the many diverse programs and opportunities in store for PCMA members. Scheduled for Wednesday, January 25^th at 1:00 PM CT. This is a great opportunity for you to meet the 2023 leadership as well as hear about the details of 2023 conference, online certification and committee formations.

See first-hand what lies ahead for you & PCMA. The webinar will address the questions members have been asking during this 1-hour conversation followed by open Q&A.

• Rodney Stoyer and Cari Wheatley Meet & Greet facilitated by Rick Coyne
• Annual conference Update: Margaritaville Lake Resort on Lake Conroe
• The Career Development Program Update: Launch Dates, Curriculum & Certification Requirements
• Committee Development Opportunities
• Education Committee
• Conference Committee
• Chapter Growth/Development Committee
• Upcoming Survey Dates and Importance

So, grab your coffee or cold drink and spend an hour with us! You’ll be glad you did.  Click to Register!

As compared to other years I suppose we can look back and say 2022 was pretty good to the private club industry.  As correlated by our most recent expert Critical Thinking panel, over 50% of clubs now have waiting lists, a phenomenon no one predicted as Covid struck the world.

Of course, with good fortune also comes new and different challenges.  Managing wait lists has emerged as a primary example.  What should you charge, what privileges should be offered and how do you explain compaction to members when the club is still adding people to the wait list?

Capital spending, increased initiation fees, dues increases, diminishment of lessor categories of membership, compaction of facilities, and labor and service delivery challenges are likewise issues that without research, can often result in the creation of greater issues somewhere down the road. 

In several of PCMA’s post Covid educational sessions, the onslaught of Covid was described as an unexpected explosion creating many less visible trends nearly as disastrous to private clubs as the initial blast.  While Covid may have been a surprise, the consequential trends should never be overlooked, and make no mistake, they are still coming.

While we describe many of these manifestations as trends, they are often more likely to be elements of human nature overriding good old common sense.  Rather than a criticism of Boards, this is a reality of what happens every three years as well-intentioned club leaders take the reins of a business they know little about.  Initiation fees are a great example.  Growth occurs and the first reaction is to raise fees.  Often, the barometer of how high is predicated on a perceived competitor club 13 miles away your team feels is inferior and who’s initiation fee is $20,000 higher than yours.  The problem is, they have a 10-mile radius market that can afford these fees, but yours does not.  So, while everything is in growth mode, even those marginally able to afford your new fees might join, but eventually, an affordable market gets tapped out and fees need to be reduced to increase your potential reach into the market.   

Take your place in the Boardroom.  No one else on your team is likely aware of these and other market realities.  As we enter 2023, already we are seeing a slowdown of wait lists, growth, and usage.  Attrition rates are beginning to move back to the pre-Covid average of 8 percent.  Things are going back to normal.  What happens next, may rest on what you know, how you share that knowledge and how well your team responds. 

As normal business lifecycles include high growth, slow growth and maturity, they also eventually hit decline.  As an industry, 2023 will provide the opportunity for the industry, for your respective clubs, and for you as an industry professional, to extend the high point of maturity and avoid the normal lifecycle decline stage.  It requires knowledge, the ability to communicate utilizing industry data and research, and it takes the fortitude and confidence to step up and take your place.  You are the professional!

The holiday season is captivating in so many ways - the joy of being with family, the excitement of children and the sights, sounds and smells that bring us all back to our childhood. This year, at Atlanta Athletic Club, we will be offering exciting new holiday activities along with many signature festivities.

December is full of memory making events for our members, including the lighting of our Christmas tree, pictures with Santa and Gingerbread House decorating parties. Our bountiful lunch buffets and affinity group meals are always well received and attended. Our member’s favorite annual tradition, Atlanta Athletic Club Christmas Spectacular will be held over two nights where we welcome over 1,000 members and their families per evening. Our theme for 2022 will be “Twas the Night Before Christmas.” This is an unforgettable way to bring the whole family together with something for all ages to delight in! We will feature Mrs. Clause’s bake shop, Santa’s workshop including a “Build A Bear” station, candy room, hot chocolate stations, roaming characters, and a full dinner buffet.

Our new holiday events are geared towards our adult members including Holiday Wreath Making, where members will be given all the supplies and step by step instructions, drink and appetizers will be served during the event. We are also offering a Holiday Mixology Class, and an Italian Night with live music featuring classic Frank Sinatra songs and dancing.

The holidays are such a magical time at AAC and I hope you all have a wonderful and joyful holiday season!

“If you build it, he will come.” 

This infamous quote from the iconic film, Field of Dreams, immediately comes to mind when discussing the rampant capital improvement trend seen throughout the private club industry.  While these inspirational words may have rung true within the corn fields of Dyersville, Iowa, clubs across the country are following suit by rethinking their space and making improvements that excite their current membership and appeal to prospective members.

While I’m admittedly a sucker for “before and after” photos and love seeing the result of spectacular renovations, I can only speak to my recent experience and the positive outcomes within our own Club.  Capital improvements have been a major part of the strategic plan at Bay Harbor Yacht Club, and we recently completed a $13.5 million renovation project that touched nearly every square inch of the Clubhouse.  Our classic Clubhouse, with panoramic views of Lake Michigan’s Little Traverse Bay, has always been an incredible place.  However, as we were about to celebrate our 25^th anniversary, it was time for a makeover.  After years of research, benchmarking, budgeting, and surveying our members, we elicited the help of Peacock + Lewis, a reputable design firm in Southern Florida, and got to work. 

Our project focused on four major objectives: an enhanced dining experience; elevated wellness offerings; fun and comfort for members of all ages; and more year-round, indoor activities, to keep members engaged during the cold, Michigan winters.  Our project included:

-        A complete renovation of our upscale restaurant, including an expanded bar, wine displays, and soft seating.

-        The addition of a second and casual indoor dining experience and renovation of the adjoining patio offering expanded bar and outdoor table service, as well as soft seating.

-        A revamped, 7,500 square foot fitness area, complete with golf simulator, spin room featuring Peloton bikes, group fitness studio, and expanded training and wellness services.

-        The addition of a luxury spa.  This brand-new amenity gives members year-round access to specialty treatments and products, and steam rooms adjacent to the hot tub facility. 

-        A new aquatics center with a competition-length, infinity-edge, swimming pool as well as a revamped jacuzzi and the addition of a children’s splash pad.

-        Kid’s Club with games and year-round fun for our Junior Members.  Our Kid’s Club serves as the hub for our Junior Camps in the summer season with babysitting services offered throughout the year.

Although we did not attract any ghostly baseball legends following the completion of this project, just like Ray Kinsella’s field, these renovations have brought new and existing members together for fun and endless comradery.  Our project broke ground in January 2020 and was completed in late-June 2021. Some of the growth we’ve experienced in the past two years:

-        As a real estate affiliated club, we do offer a limited number of Non-Resident Memberships.  We have achieved capacity for this membership category and have established a waitlist.

-        The initial capital contributions for our primary membership categories increased by $20,000 (57%).

-        We have experienced a 25% increase in membership since the project began in January 2020.

-        2022 has seen a 42% increase in members served in all ala carte venues since the re-opening of the dining venues in June 2021.

-        42% increase in total food and beverage revenues since the re-opening of the new dining venues in June 2021.

-        Over 19,000 gym visits over the past two years.

-        Since the addition of personal training services, we have had 958 sessions and counting.

-        Our new golf simulator has generated over 575 hours and the wintertime leagues have been a huge hit to our year-round members.

Our members have loved the new changes and are excited to share the Club amenities and experiences with their family and friends.  While it is difficult to calculate how much impact the pandemic played during the time frame in which our renovation project fell, much of the growth in new members and low attrition rate strongly correlates to the improvements and enhancements of our amenities and subsequent services.

It has been an energizing time at our Club and as growth continues and member expectations continue to rise, I’m excited to see what the future will bring.

Membership & Marketing Director

Woodbridge Golf & Country Club, Woodbridge, CA

Without a doubt, the last two years has grown interest in private clubs nationwide. Clubs that, prior to covid, had been moving in the direction of attracting younger families and meeting the demands of local markets, reaped the benefit of this interest.

But let’s admit it. Those of us in membership roles at these successful clubs are ecstatic with the growth in membership (my club has seen a 45% increase in membership totals!), but also a little exhausted from the membership boom. A vacation is definitely in order.

Before we all hop on a plane to the Bahamas for a week, let’s get a game plan in place that will help us not only retain our new membership, but continue to recruit new members at a pace we can successfully handle. Here are three things we should all be considering: delight your current members; mentor your new employees; and take a good look at the waitlist.

Don’t aim to meet expectations – exceed them.

If you attended the PCMA Annual Conference in 2021, you heard Michael Crandall tell us our clubs should rewrite our mission statements to read: “Our members very favorite place to be.” To me, this means I want to encourage my club and all of its departments, to continue to do what we do best, but to also infuse an extra few ounces of delight – also known as overdelivering -- in both big and small ways.

Infusing delight in small ways may mean offering cold towels to golfers and tennis players on hot days; congratulating a member publicly in the newsletter for an accomplishment; surprising members at an event with an added dessert or feature; or even seeing on social media a member is celebrating something, and then mentioning it to them when you see them at the club. It’s a small, but personal, gesture that makes someone feel seen, heard, understood or recognized.

Infusing delight in large ways can mean focusing on projects that continue the trajectory of modernizing our clubs and meeting the needs of the community surrounding us. Perhaps a big way clubs convince its membership that we are their favorite place to be is with social events. It’s not enough that our facilities and amenities look and play exceptionally. A healthy – doable – events calendar with gatherings that impress and leave members looking forward to the next event helps to increase retention. One of the tools I use to stay on track with promoting these events to my membership is my Content Strategy Workbook, an Excel file from the American Marketing Association that I’ve adjusted to fit my needs. Here is a link to the file -- https://docs.google.com/spreadsheets/d/1-JxNEI9ADCPfTWi8u3cUV27NXi46_ER_/edit?usp=sharing&ouid=114110570471310497838&rtpof=true&sd=true . I hope you find it helpful.

Mentorship Matters – for Member Retention

An unfortunate side effect of the past couple of years that has affected the private club world is the worker shortage. Once known for our outstanding member service, we now find ourselves struggling through daily operations with an entirely new crew on board who don’t understand our history, traditions and member expectations. As the “new elders” of our clubs, it’s our job to mentor these new employees. In fact, I would argue that mentoring new club staff at all departments and all levels may be a new item in the membership director’s job category in order to protect our club’s brand and excellence.

In this American Marketing Association article on why mentorship matters -- https://www.ama.org/marketing-news/mentorship-matters-now-more-than-ever/ -- Alan Middleton makes the point that mentorship is more than the older generation mentoring the younger generation on traditions and techniques. We should keep in mind the younger generation has value to offer us as well. Maybe it’s in the latest social media marketing technique, or learning what Gen Z’s favorite menu items are. The point is mentorship should be a two-way street with both participants gleaning valuable information.

In the article, Middleton writes, “Organizations that encourage informal and formal, internal and external mentorship programs also benefit in numerous ways. These types of mentorship programs foster a corporate culture that encourages personal and professional growth through the sharing of information, competencies, values and behaviors. Establishing an environment where leaders are building leaders helps the process of identification, development and retention of talent for key managerial and professional roles.”

It's entirely possible that our newly-hired staff doesn’t understand the level of service offered at private clubs. And it’s on all of our shoulders to ensure they learn the service techniques that our members expect and that impress and delight them.

Will they really wait? Really?

In the latest podcast episode of “Crushing Club Marketing,” podcaster Ed Heil interviewed Golf Life Navigators’ Jason Becker on his recent study of private club waitlists. The study, which ran on ClubEssential’s website here -- https://www.clubessential.com/blog/What-Wait-listed-Club-Members-Want -- surveyed more than 550 potential private club members and asked them about their potential actions if placed on a waitlist. Becker wrote:

“On average, 70% of prospects (across all initiation ranges) do not have intentions of joining a waitlisted club that is 12 months or longer. In addition, an average of 50% of prospects said they would change directions completely and look at alternative clubs to avoid a waitlist. In short, closing the gates completely on new member applications could lead to a costly mistake as we predict waitlist dilution based upon the data collected.”

This was a surprising finding for me personally, because, while my club does not have a waitlist, I’ve always been told having one is “a good thing” (no pun to Martha Stewart here). It appears from this data, that this may not be the case for all clubs anymore. I suspect what is really important to understand with this is one thing – your audience. Does your community perceive your club as worth a year or longer wait, or is there another local club that will suit their needs just fine?

Regardless, how a club handles its waitlist will affect membership momentum. Careful consideration should be given to what type of access waitlisted members have while on the list (and Becker says more than 90 percent expect golf access); and this consideration should always be married to current club traffic. Our waitlisted applicants/members should be marketed to and entertained in a way that ensures when it’s their turn to officially join, their decision to do so is a no-brainer for them.

No waitlist? Becker contends this should be included in your club marketing, almost as an added feature. Especially if another club in your market is enforcing theirs.

Now that we have our game plan to delight our members, practices in place to mentor our staff and a solid footing on how we can also market and intrigue our waitlist, we can move on to more important topics.

Like which resort we are vacationing at first, and is it all inclusive?

Director of Membership & Communication

Green Bay Country Club, Green Bay, WI

The ideal club is a destination; a home away from home, where members spend time with their family and friends.

Since our inception in 1995, Green Bay Country Club has always been a destination for golf due to our championship playing conditions and our unique tract of land nestled in the hills a few miles away from downtown Green Bay. At the beginning of my tenure eight years ago, the problem was that members and guests came to golf and then headed out afterwards.

This trend started to change several years ago when the management structure shifted, and our Board of Directors hired a general manager for operations rather than relying on themselves as member volunteers to fulfill that purpose. Under the new management structure, the management team could translate our members’ desire for a destination club into actionable steps that ultimately moved the Club in that direction.

Here are few of the steps on our journey that you might consider if you want to guide your club in that direction:

1.   Pay Attention to Where and What Your Members Like to Eat and Drink

By listening to our members, paying attention to the local culture, and getting an idea of where members dine outside of the Club, we developed seasonal menus that keeps them coming back for more.

Any successful local Green Bay eating establishment will have to give a nod to our roots as a blue-collar town and as the state that (arguably) gave rise to the concept of the Supper Club. A successful menu in Green Bay, Wisconsin must include a good burger, fried cheese curds, a steak as big as your face, and fried fish.  And of course, the bartender must know how to mix a mean Old Fashioned.

But this is only one half of the equation. Many of our members travel and about half of the incoming members are coming to us from larger metropolitan areas like Chicago, the Twin Cities, and Milwaukee.  They hunger for a more upscale vibe and want a culinary experience they can’t find anywhere else in town. This is also reflected on our menu and our offerings at member specialty events. On our menu you will also see fare such as Roasted Bone Marrow, Dirty Martini Mussels, and the Hot Date in a Blanket.

2.   Find Mind-Bending Ways to Use Your Club
We like to challenge perceptions of our club because we aren’t necessarily traditional, and we definitely aren’t your grandfather’s country club. Last year, we launched a Recreation Committee, whose goal was to find uses for the property that extended beyond golf, racquets, dining, and swim.

In addition to offering activities like sledding, ice skating, fishing, and hiking, we partnered with a local bike shop, the Broken Spoke, to offer fat tire bike trails in the wintertime. The Broken Spoke taught us how to groom our cart paths for fat bike trails, and we ended up hosting the Fat Bike Open, a competition that draws in fat tire bikers from across the Midwest.

As a bonus, the Broken Spoke offered Fat Bike Clinics for members who wanted to learn about the sport. We actually had two members compete in the Fat Bike Open!

3.   Monitor Usage to See Who Typically Doesn’t Use the Club in the Family
Green Bay Country Club is a very family-friendly club, with lots of activities for families and kids. We also have a strong golf participation by men, but our ladies golf participation was dwindling. Our team focused on bringing in women professional golf staff members to help grow the ladies program.

Three years later, our ladies’ program has seen exponential growth, up 400%, thanks to ladies’ clinics, a weekly “fun” league, and a ladies’ member-guest tournament experience on par with our wildly popular men’s member guest tournament. With this extra attention and development, other aspects of the golf program began to blossom, selling out events geared towards couples like our monthly Nine N Dines and spurring the slightly sassy Swingers golf event.

4.   Plan Social Events People Want to Attend

In 2020, despite the pandemic, we planned a wide array of outdoor, socially distanced events. In advance of the season, our management team had a group brainstorming session, and every idea was given serious consideration, even if it didn’t make the final cut. Although Paintball Zombie-Shooting on the range never came to fruition, it led to the eventual idea of trick or treating and a haunted house in an old barn on our par-three golf course. A Chef with a meat-cleaver and a Golf Superintendent with a chainsaw makes for a very scary haunted house!

Throughout the year, events that saw little advance sign-ups or buzz were quietly deleted from the calendar, and we made note of events that were well-attended so we could plan more like them. We also built email and text interest lists so that we could provide personalized communication. As a bonus, this approach has also helped us increase our email open rate from 40-45% to 65-70%. We discovered that our members love Chef’s Tables, Wine Dinners, Bourbon Tastings, Farm to Table Events, and Beer Tastings. This in turn helped us further develop our menu.

5.   Renovate!

Good begets good, and with this movement towards developing our club into a destination, our members approved an $8.3 million renovation of our Main Clubhouse and Sports Center pool and racquets facility.  Our indoor spaces are being transformed from dated 90s décor to upscale yet relaxed modern spaces. We have added a new Golf Shop and golf simulators. Because we love being outside, we have tripled the amount of outdoor lounge space and added fire tables, ambient heat, and a wood-fired pizza oven to extend our outdoor seasons. Our members are showing a strong interest in pickleball, so we have added four designated pickleball courts to further grow the game. Our resort style pool now boasts a massive tiki bar and private cabanas.

While the transition to our Club as a destination wasn’t an overnight process, the steps in that direction have been fun and rewarding for staff, members, and guests. When I think back to a few short years ago, our discussions used to revolve around how to engage our members.  Our discussions now revolve around the question: “At what point do we institute a wait list?”

GREEN BAY COUNTRY CLUB
2400 Klondike Road, Green Bay, WI 54311
(920) 339-4222 Main | (920) 964-2376 Direct
www.greenbaycountryclub.com

https://www.lcconsulting.us

484-868-4315

Rebranding, Market Positioning, Brand Placement, Visioning Sessions, Audience Analysis.  All these terms are commonplace at the top of any Fortune 500 company these days.  Some even devote an entire division of their organization to those efforts.  But how exactly does that apply to the private club industry?  I feel it goes without saying that many historic clubs have understood these concepts in some way for decades.  The better question is perhaps how you relate a brand strategy into the club world today.  We are now in the world of immediate responses, quick gratification, and social media.

So, if you are an older club, hang on to that tradition and maintain who you are as you move forward.  If you are a relatively new club, your brand and traditions must start sometime. There are a couple of key examples of how the Missouri Athletic Club has honored its traditions while also moving into the future.  The MAC logo, for example, has been essentially the letter M inside of a diamond since 1903 when the Club was founded.

(Past-Present Logo Artwork provided)

As an example of looking towards the future, we have a 19-page document at the MAC that contains all our Brand Standards.  Everything from the specific color designations to the placement of the logo on shirts, hats, and other merchandise.  But we go much further than that.  Here is an example of exactly how we state the name of our club in any formal communications with email and social included.

·       The first time the organization’s name is used in any communication, Missouri Athletic Club should be used in full.

·       The second time the organization’s name is used in any communication, MAC can stand on its own.

·       Per 2020 bylaws, Member is capitalized when referring to a Member of the MAC. Downtown Clubhouse and West Clubhouse are also capitalized, along with Club.

Many clubs may have similar documents or at the very least, specification on how exactly to properly utilize your logo.  Your logo is certainly the primary piece of your overall brand.

I hear some membership professionals talk about their logo saying they hate it, or it isn’t “current enough”.  Remember that trends come and go, but the history and tradition of your club should have longevity and staying power.  A quick google search of the Pepsi logo over time will show you a constant progression with multiple updates through the years.  Of course, it progressed from just a fancy scripted name to the actual iconic logo we know today.  However, 3 colors and a circle have remained constant since 1950.  If you notice, today the logo doesn’t even use the name, Pepsi.  In marketing circles, this is the ultimate goal for any brand.  To reach beyond verbiage and simply present an image that evokes everything that company wants you to know and experience about their product.  Pepsi-Cola, then Pepsi, then a red, white, and blue dot.  This equals success as a brand.

Looking ahead, the Missouri Athletic Club contracted with a company called Bigwidesky in 2021 to undertake a Branding Exercise.  Many meetings and sessions with Members took place throughout the year to gather as much information as possible.  The primary results of this are new Mission and Vision Statements.

·       The vision of the Missouri Athletic Club is to be the foremost private club in St. Louis known for attracting exceptional people and enriching lives for generations.

·       The mission of the Missouri Athletic Club is to create extraordinary experiences in all aspects of club life in the spirit of excellence, service, and tradition.

The creation of these new statements was just the beginning though.  The real work is incorporating these into the daily life of the staff here at the MAC and truly living by them.  These words are being incorporated into everything we do from a marketing and communications standpoint, and they are shaping how we interact with our members and the community.

So how has the Missouri Athletic Club stayed the same?  The logo of course as well as some key words like tradition, excellence, and generations.  How has the MAC changed?  We produce a regular podcast.  There is a Marketing and Communications Department as well as a Civic Engagement position.  We certainly have all of the social media channels, including TikTok if you can believe that.

The key is to stay true to the overall brand.  Any private Club that has been around more than 10 years has some amount of history and tradition.  Keep that in mind and certainly maintain balance as you look ahead and shape what your Club will become.

If there is anything we have learned from the last two years, it would be that we all need and rely on each other to make our Clubs thrive.  Have you created your very own village to share a vision, a bond and collaboration?  Members and Staff come together to form a bond in an interesting way at a Club.  This is your village, and relying on each other is key.

Membership and Marketing Directors are instrumental in driving cohesiveness and building bridges at a Club.  We bring something special to the table in the form of relationships and communication that bring both the Staff and Members together each day.  The Member side of our position is not only one-on-one, but is also driven by the Membership Committee.  When we work collectively with our Membership Committee, we build great programs all while maintaining momentum for our Membership’s health. 

The Staff is critical to bringing the overall vision of the Club to life.  I don’t know about you, but I interact with numerous Club Staff each day.  Our relationships cover a multitude of layers that span all Departments and Committees, and we have a distinct opportunity to spread cheer to both Members and Staff alike. 

Here are some ways I believe we can make a difference in building bonds, maintaining a vision and encouraging collaboration in our village:

1.     Start with a smile and a good morning!  This goes a long way for everyone.  Whether you are greeting a Club Member or Staff Member, this basic greeting can brighten even the dullest day!  Make eye contact and give them a wave!  Be the person that brings some sunshine!

2.     Speak to everyone, by name.  Oh, my goodness!  This is sometimes so hard to do.  Learning the names of all Members and all Staff can be a daunting task, but it will go a long way to building the relationships that will make each person feel important. 

3.     Show up!  Being the example of showing up for important occasions will reflect that you are a part of the team.  The team will know they can rely on you and the Members will see you as a leader.

4.     Communicate, communicate, communicate.  I do not say this because I am perfect at communication.  I say it because I know we cannot communicate enough in this business.  Share your ideas, share what you need, share what you learn with other Clubs, share with your GM, share with other Directors at your Club.  You might even build relationships that allow you to share with Members at the Club.  These relationships will form the foundation for a solid team, Membership base and strong Committees. 

5.     Take a trip!  Do something fun with your team.  Whether you want to go out to dinner one evening or go have drinks or have them over to you home for a BBQ.  Just get out of the work environment and laugh a little.  This goes a long way to building camaraderie in the workplace.  Learning how to enjoy each other helps make working together run like clockwork.  You will be amazed at how you will learn to speak each other’s languages after having spent some time together off the clock.

6.     Be supportive.  Take time to notice when someone might not be having a great day or might not be feeling well.  Showing that we care is paramount these days.  The last two years have been difficult on everyone.  Let’s leave everyone with a warm fuzzy feeling!

7.     During the monthly Membership Committee meeting, be sure to greet each attendee and follow up on any questions within 24 hours.  Timely response is critical to building the trust that will make you the one the Committee believes can get the job done. 

As we dive into summer, it is a good time to reflect on how others feel after having spent time with us.  We can make a difference as we continue to build our village of collaboration!

A brand-new Club brings new ideas. The MAC is truly a refuge from the stresses of the outside world with services and programming built to suit members’ needs.

We continue to host member favorites like Easter, Mother’s Day, Father’s Day BBQ, Boxing Night, Thanksgiving and Business Roundtables, but will add even more events to attract all ages and households. We are excited to expand our Clubs within the Club as well as Leagues and are listening to what our members want through surveys and the engagement committee. MAC managers are encouraged to always have a pen and notepad at the ready to take notes or feedback from members.

Our extensive $62 million renovation thought about the Member Experience from arrival to departure. Our Roof restaurant boasts panoramic city and lake views and is open for breakfast, lunch, and dinner seven days a week. The MAC transformed a second-floor banquet room into the Club Lounge which also offers MAC Office Rentals. This lounge serves as coworking space in the day and entertainment space in the evening. Coffee service, tap filtered sparkling and still water are offered all day. The space also includes an elevated platform for entertainment where you may find an acoustic guitarist or even a Chef giving a cooking demonstration.

Soon we will be introducing Dining on Demand which allows members to order food to be delivered to them anywhere in the Clubhouse. Whether this is down by the pool for kids swim or beer and pizza in the golf suites, members can dine or drink where they are.

The iconic, historic Elephant Room invites members to savor craft cocktails and mocktails with hand painted elephant murals from 1948 and a classic curved bar with the original brass elephant head railing. We are proud to offer an expansive Brandy collection and, of course, member favorites. 

The former Bali Grill is now 1882. It’s the place to enjoy both traditional and new culinary experiences with daily “wrap” sessions, soup of the day, carving station, and chef-action station making made to order salads. 1882 will also serve the quintessential Milwaukee Friday Fish Fry.

Members and their guests can play golf year-round with our Trugolf or Trackman bays Golf Suites. We even brought in a golf pro. Hundreds of PGA courses and other sports are available in our intimate setting. In the fall, we start our indoor golf league. There is even storage for their clubs.

MAC stayed true to Athletics. We completely revamped our floors to include men’s and women’s locker rooms with their own Himalayan salt lined saunas and steam rooms, Dyson hairdryers, MAC Kids and much more.  Athletics includes a turf for HIIT, CrossFit, Monkey Bars, TRX, Boxing, Recovery, Group Ex Studio, Spin Studio, Pilates Reformer Studio and a Basketball / Volleyball / Pickleball Court. We invested in the best cardio equipment to include Keiser Pneumatic Resistance System, Assault treadmills and bicycles, and Pelotons. And when members are all finished with their workout, they can take a quick swim in our saltwater pool or lounge in our recovery zone and use the compression boots to help with any swelling or inflammation.   

The MAC transformed what would have been hotel rooms into 50 member residences. Members can reside comfortably in an unbeatable location. MAC Residences are in the heart of the city outfitted with the best amenities including concierge services, on-demand dining, and catering. We offer studios, 1-bedroom, 2-bedroom and 3-bedroom units ranging from 425 SF to 1,450 SF for annual lease.

Members can live where they play with their home, gym, coworking spaces and social destinations all in one building. 

Creating the Overall Member Experience – What Members Want

We all know that the most important thing at your club is keeping your Members happy. At the end of the day, if it weren’t for our Members, we wouldn’t be here! Quite often the focus of the Membership Director is bringing in new Members to the club, and the onboarding process. Sell, sell, sell, right? We all know that Member retention is extremely important, and the value of losing a current Member vs. bringing in a new Member is tenfold. But how do we do that? How do we keep our Members happy? What do they really want?

Members join clubs for a number of reasons, including the facilities, amenities, food and more. Whether they join to make new friends with similar interests, entertain clients, or for their families, here are four intangibles that all Members are looking for in a private club.

Ease, Familiarity, Quality & Consistency!

Members want to come to their “home away from home” and leave behind all of the stresses of life. They have worked hard all of their lives to be able to join a club where they are welcomed and feel at ease. They want to be pampered, and to have fun! They want their club to be an oasis where they can go to get away.

Anticipating Members needs, and making their experience easy is the key to success. Rather than saying “no”, offer a solution or alternative. Train your staff to know what they want before they even do. Know what kind of wine they enjoy drinking, and make a suggestion before they have even had a chance to look at the menu. Make it easy!

When Members go to their club, they expect the staff to recognize them. Calling them by name makes them feel important, and it doesn’t cost a thing. A huge part of staff training should be taking the time to learn the Members names. It makes them feel at home, and makes them proud to be a Member when they are entertaining guests. One of the most uncomfortable moments is when staff asks a Member which account to charge, or “who is the member?” This can be difficult depending on the number of Members your club has and the staff turnover rate. Encourage your staff to introduce themselves to obtain the Members name rather than ask their name. A good training guide is to turn this into a game which rewards staff for identifying Members. We also send out New Member emails to the staff with photos which is helpful, and post them around the club in the service stations.

In this climate we all know how tough it is to retain staff, so taking care of them and keeping them at the Club is super important. Members want to walk into the Dining Room or the Pro Shop and be greeted consistently with a familiar face. They want you to ask them about their children, and vice versa. If they need something, they want to be able to have a go-to person in each department to make their experience flawless while at the club.

You don’t have to be a five-star facility to make your Members happy. Consistency is key! Members want to go to their club every day feeling like they know what to expect. The way their burger is cooked, the familiar face serving them, knowing exactly where to find ball markers & tees, the balls on the range… all should be consistently consistent! At the end of the day, all of the amenities in the world are second to service. If Members are happy at their club, they will stay and bring in their friends to join. Setting the bar and maintaining it will naturally lead to Member happiness!

Golf Life Navigators

“Golf, even at its peak levels of popularity, still comes with challenges.” –Joe Steranka, former CEO of the PGA of America

Joe’s words likely echo many current boardroom discussions across the country as clubs enter into an era that might not have been foreseen just a few years back – waitlists. What do prospects expect while in waiting? How much would they be willing to invest into an initiation to hold their position? Can we get waitlisted members on the golf course with a tee sheet that is already stressed?

Over the past several months, we have been approached by industry colleagues in search of “a bit of clarity” on what would be acceptable as a waitlisted member. In the following pages, you will find data and insight on that very topic - which is the first of its kind within the private club space. A survey was sent to prospective private club members who are actively in search of a private club and golf home. The overall objective was to gain their thoughts on waitlists and overall expectations of an ideal scenario, while in waiting.

After completion of the study, Golf Life Navigators’ position is that clubs who currently have a waitlist should be cautious with assumptions toward their waitlist numbers. On average, 70% of prospects (across all initiation ranges) do not have intentions of joining a waitlisted club that is 12 months or longer. In addition, an average of 50% of prospects said they would change directions completely and look at alternative clubs to avoid a waitlist. In short, to close the gates completely on new member applications could lead to a costly mistake as we predict waitlist dilution - based upon the data collected.

For those clubs who are not yet at a waitlist era, we implore you to broadcast the fact that you have membership availability and an open tee sheet. Issues of capacity at clubs during season months is a hot topic, not just from your members but prospects as well. Golf Life Navigators’ partner real estate agents say their active golf clients are pivoting from an intended club to alternative clubs who have instant availability of both memberships and tee time availability. Even if that means buying into another market across the state. 

The biggest takeaway from this report is that we have good problems on our hands. The demand for private golf and real estate remains at all-time highs with no signs of slowing down. The goal for management is to now think through the solutions and lead their members in the right direction with data, best-practices and good ole’ gut feeling.

We hope this report will serve you well in the coming days. If you have any questions regarding the data, please do not hesitate to reach out.

-Jason

To learn more about Golf Life Navigators, click here.

Before we begin examining the data, consider these factors:

§  A survey was distributed to Golf Life Navigators users the last week of February 2022.

§  Over 550 prospective members responded to the survey.

§  The data reporting was tiered to initiation range so clubs at any level can gain intel.

§  GLN asked 14 questions and over 100,000 data points were collected.

§  There was no reward or prize for taking the survey.

§  The data collected should be used for context and informational purposes only.

Chapter 1: Waitlist Sentiment

1.)   How likely are you to join a private club in the next 12 months?

§  $0-$10,000 Initiation Budget

o   61% say “not at all likely” to “unlikely”

§  $10,000-$25,000 Initiation Budget

o   64% say “not at all likely” to “unlikely”

§  $25,000-$50,000 Initiation Budget

o   56% say “not at all likely” to “unlikely”

§  $50,000-$75,000 Initiation Budget

o   55% say “not at all likely” to “unlikely”

§  $75,000-plus Initiation Budget

o   49% say “not at all likely” to “unlikely”

2.)   How familiar are you with “waitlists” for a full golf membership into a private club?

§  $0-$10,000 Initiation Budget

o   60% say “not at all familiar” to “somewhat familiar”

§  $10,000-$25,000 Initiation Budget

o   58% say “not at all familiar” to “somewhat familiar”

§  $25,000-$50,000 Initiation Budget

o   45% say “not at all familiar” to “somewhat familiar”

§  $50,000-$75,000 Initiation Budget

o   40% say “not at all familiar” to “somewhat familiar”

§  $75,000-plus Initiation Budget

o   42% say “not at all familiar” to “somewhat familiar”

3.)   How likely would you join a club with a 12-month waitlist?

§  $0-$10,000 Initiation Budget

o   83% say “not at all likely” to “unlikely”

§  $10,000-$25,000 Initiation Budget

o   79% say “not at all likely” to “unlikely”

§  $25,000-$50,000 Initiation Budget

o   63% say “not at all likely” to “unlikely”

§  $50,000-$75,000 Initiation Budget

o   65% say “not at all likely” to “unlikely”

§  $75,000-plus Initiation Budget

o   60% say “not at all likely” to “unlikely”

4.)   If there was a non-refundable down payment required to join a waitlist, to what percent of the initiation fee would you be comfortable committing?

§  $0-$10,000 Initiation Budget

o   $0, I would not put money down to join a waitlist – 52%

o   I would be willing to put down 5-10% of initiation – 28%

§  $10,000-$25,000 Initiation Budget

o   $0, I would not put money down to join a waitlist – 40%

o   I would be willing to put down 5-10% of initiation – 25%

§  $25,000-$50,000 Initiation Budget

o   $0, I would not put money down to join a waitlist – 22%

o   I would be willing to put down 5-10% of initiation – 38%

§  $50,000-$75,000 Initiation Budget

o   $0, I would not put money down to join a waitlist – 34%

o   I would be willing to put down 5-10% of initiation – 31%

§  $75,000-plus Initiation Budget

o   $0, I would not put money down to join a waitlist – 26%

o   I would be willing to put down 5-10% of initiation – 22%

o   I would be willing to put down 10-20% of initiation – 22%

5.)   How likely would you move forward with a down payment toward initiation if you were to receive a 50% refund – should you decide to opt-out of joining that club?

§  $0-$10,000 Initiation Budget

o   94% say “not at all likely” to “unlikely”

§  $10,000-$25,000 Initiation Budget

o   79% say “not at all likely” to “unlikely”

§  $25,000-$50,000 Initiation Budget

o   73% say “not at all likely” to “unlikely”

§  $50,000-$75,000 Initiation Budget

o   72% say “not at all likely” to “unlikely”

§  $75,000-plus Initiation Budget

o   67% say “not at all likely” to “unlikely”

Chapter 2: Golf and Amenities Sentiment

6.)   If you were to join a waitlisted club, what amenities – or access – would be important to have as you wait to become a full member?

§  $0-$10,000 Initiation Budget

o   94% say it would be “very important” to “important” to be able to play golf during season

o   82% say it would be “very important” to “important” having access to the practice facility

o   43% say it would be “very important” to “important” having access to the dining facilities

o   33% say it would be “very important” to “important” having access to the health amenities

o   27% say it would be “very important” to “important” having access to the clubhouse pool

o   26% say it would be “very important” to “important” having inclusion in member events/parties

o   43% say it would be “very important” to “important” having a member discount in the golf shop

§  $10,000-$25,000 Initiation Budget

o   72% say it would be “very important” to “important” to be able to play golf during season

o   83% say it would be “very important” to “important” having access to the practice facility

o   45% say it would be “very important” to “important” having access to the dining facilities

o   45% say it would be “very important” to “important” having access to the health amenities

o   43% say it would be “very important” to “important” having access to the clubhouse pool

o   29% say it would be “very important” to “important” having inclusion in member events/parties

o   31% say it would be “very important” to “important” having a member discount in the golf shop

§  $25,000-$50,000 Initiation Budget

o   73% say it would be “very important” to “important” to be able to play golf during season

o   79% say it would be “very important” to “important” having access to the practice facility

o   51% say it would be “very important” to “important” having access to the dining facilities

o   39% say it would be “very important” to “important” having access to the health amenities

o   26% say it would be “very important” to “important” having access to the clubhouse pool

o   35% say it would be “very important” to “important” having inclusion in member events/parties

o   26% say it would be “very important” to “important” having a member discount in the golf shop

§  $50,000-$75,000 Initiation Budget

o   74% say it would be “very important” to “important” to be able to play golf during season

o   91% say it would be “very important” to “important” having access to the practice facility

o   74% say it would be “very important” to “important” having access to the dining facilities

o   34% say it would be “very important” to “important” having access to the health amenities

o   34% say it would be “very important” to “important” having access to the clubhouse pool

o   44% say it would be “very important” to “important” having inclusion in member events/parties

o   17% say it would be “very important” to “important” having a member discount in the golf shop

§  $75,000-plus Initiation Budget

o   76% say it would be “very important” to “important” to be able to play golf during season

o   78% say it would be “very important” to “important” having access to the practice facility

o   52% say it would be “very important” to “important” having access to the dining facilities

o   37% say it would be “very important” to “important” having access to the health amenities

o     9% say it would be “very important” to “important” having access to the clubhouse pool

o   27% say it would be “very important” to “important” having inclusion in member events/parties

o   27% say it would be “very important” to “important” having a member discount in the golf shop

7.)   How important are each of the following golf scenarios while on a waitlist?

§  $0-$10,000 Initiation Budget

o   63% say it would be “very important” to “important” to be able to play in the afternoon

o   82% say it would be “very important” to “important” to be able to play once a week

o   59% say it would be “very important” to “important” to be able to play once a month

o   63% say it would be “very important” to “important” to be able to play with member leagues

o   45% say it would be “very important” to “important” to be able to play with a guest

§  $10,000-$25,000 Initiation Budget

o   61% say it would be “very important” to “important” to be able to play in the afternoon

o   74% say it would be “very important” to “important” to be able to play once a week

o   66% say it would be “very important” to “important” to be able to play once a month

o   45% say it would be “very important” to “important” to be able to play with member leagues

o   33% say it would be “very important” to “important” to be able to play with a guest

§  $25,000-$50,000 Initiation Budget

o   59% say it would be “very important” to “important” to be able to play in the afternoon

o   70% say it would be “very important” to “important” to be able to play once a week

o   55% say it would be “very important” to “important” to be able to play once a month

o   43% say it would be “very important” to “important” to be able to play with member leagues

o   41% say it would be “very important” to “important” to be able to play with a guest

§  $50,000-$75,000 Initiation Budget

o   71% say it would be “very important” to “important” to be able to play in the afternoon

o   84% say it would be “very important” to “important” to be able to play once a week

o   66% say it would be “very important” to “important” to be able to play once a month

o   59% say it would be “very important” to “important” to be able to play with member leagues

o   30% say it would be “very important” to “important” to be able to play with a guest

§  $75,000-plus Initiation Budget

o   62% say it would be “very important” to “important” to be able to play in the afternoon

o   63% say it would be “very important” to “important” to be able to play once a week

o   54% say it would be “very important” to “important” to be able to play once a month

o   44% say it would be “very important” to “important” to be able to play with member leagues

o   39% say it would be “very important” to “important” to be able to play with a guess

Chapter 3: Real Estate Sentiment

8.)   How likely are you to purchase a home in – or near – a golf community where you would be on a waitlist for an extended period of time?

§  $0-$10,000 Initiation Budget

o   23% say “somewhat likely” to “very likely”

§  $10,000-$25,000 Initiation Budget

o   27% say “somewhat likely” to “very likely”

§  $25,000-$50,000 Initiation Budget

o   37% say “somewhat likely” to “very likely”

§  $50,000-$75,000 Initiation Budget

o   40% say “somewhat likely” to “very likely”

§  $75,000-plus Initiation Budget

o   55% say “somewhat likely” to “very likely”

9.)   How likely are you to purchase a home that has a full golf membership attached – or a transferable membership form the seller – to avoid a waitlist?

§  $0-$10,000 Initiation Budget

o   62% say “somewhat likely” to “very likely”

§  $10,000-$25,000 Initiation Budget

o   74% say “somewhat likely” to “very likely”

§  $25,000-$50,000 Initiation Budget

o   60% say “somewhat likely” to “very likely”