30 minute read
Burning Issue: Membership + Marketing
MARKETING MEMBERSHIPS IN A PANDEMIC—AND BEYOND
By Laura Pelletier • Marketing & Membership Director Eagle Creek Golf & Country Club, Naples, Fla.
THIS YEAR AT EAGLE Creek Golf & Country Club, we were able, thankfully, to not only continue our momentum with membership sales this year, but to exceed expectations. Currently, we are on track to double our initial sales goals for the year.
I can attribute this to making the necessary adjustments in our marketing plan mid-season as the pandemic arose. The marketing plan I created during the summer of 2019 for Season 2019-2020 was flipped upside down in February and March of 2020.
In Southwest Florida, we are a very seasonal location; only 18% of our residents are year-round. When the pandemic first hit, a lot of buyers cut their season short and went back up north. So how could we grab the attention of those buyers who were no longer here?
My experience was that this summer, prospects spent their time online researching golf and country clubs while they were quarantined. August is a traditionally slow month for buyer inquiries and phone calls, but this summer we never stopped. This was a sign to me that there was pent-up demand from buyers to reclaim the season they had lost and that when they felt comfortable enough to travel, prospects would visit the club and community. Indeed, this fall we welcomed those “online” prospects, which is translating to a record-breaking November.
We also dedicated the spring and summer months to hiring a local company to develop a new library of videos that would go beyond highlighting the amenities of the club to also dive into how our members live inside the community, outside of club events. We featured scenes of fellow members hosting neighbors for dinner in their home and other everyday scenes that we had never presented visually before, to help show potential buyers what their life would be like after their round of golf or their tennis match.
We also had to rethink our community-wide open-house events, which traditionally attract over 100 visitors through the gates and into our clubhouse within a four-hour period. We now allow home-
hosted by Eagle Creek G&CC garnered strong public and social-media exposure to help increase membership momentum.
owners to conduct open houses with a list of precautionary measures in place, such as no more than four visitors in each property at one time, mandatory masks and hand sanitizer on-site. And this season, I believe, we will take our larger open-house event digital.
For the new members we have added, to ensure they are still properly welcomed and assimilated into the club while restrictions are in place, General Manager Don Madalinski, CCM, and myself have conducted “New Member Zoom Orientations” as well as in-person orientations that are held outside on our verandah, or six feet apart inside the clubhouse. I have also implemented a “3060-90” new-member marketing plan, through which they receive a small gift (personalized notepads, beach towels, pewter license plates, etc.) at every milestone. This is a great way to “check in” with each new member to ensure they are getting acclimated to the club.
To “welcome back” our current members, we plan to give them their address directory and package it with a tote bag as they drive under the clubhouse porte cochère. We will host a drive-through event, with music and our employees greeting them, as they pick up their directories for the season.
For me, a new and regular part of selling club memberships is to also convey to buyers that our amenities go beyond tennis, golf and social events. Eagle Creek is now providing added values such as delivery of food and pantry items to their door at no additional cost.
Going forward, I think the key to continuing to find new prospects will be to have a good mix of digital advertising, social media and local advertising. Over the past year we have spent more time and money online, and will continue to do that. This can be tracked and has provided us with great results.
To also help increase membership momentum, we elevated our exposure as we played host to The Florida State Golf Association’s 59th Men’s Senior Amateur Championship. To help put a spotlight on the club and use this event to increase sales, press releases were written and sent to the local media. We also partnered with our local Porsche dealership for a hole-in-one prize; they donated a two-year lease on a Taycan for a lucky golfer.
From a social-media standpoint, this was a success. We had players tag the club with the luxury car in hopes of winning the lease. The dealership also tagged the club and reposted it to thousands of their followers, and we parked two Porsches outside our front gates to garner more public interest. We also placed event banners on the light posts, to help brand the community to visitors and buyers.
A partnership with a local Porsche dealership for a tournament
As the Benton Harbor, Mich. property celebrates its 10-year anniversary, what was once more than 550 acres of forsaken land, abandoned factories what was once more than 550 acres of forsaken land, abandoned factories and lost manufacturing jobs is now a distant memory.
By Rob Thomas, Senior Editor
HARBOR SHORES RESORT in Benton Harbor, Mich. is much more than the Jack Nicklaus Signature golf course and The Inn at Harbor Shores. It is the realizati on of a vision made possible by $900 million in strategic investments and a collecti ve array of relati onships and community partners, including Whirlpool Corp.
Joshua Doxtator, PGA, the resort’s General Manager, credits Whirlpool and its vision and conti nued commitment to the community as the reason for Harbor Shores’ existence and its success in now celebrati ng 10 years on the shores of Lake Michigan.
“When industry left town in the 1970s and ‘80s, the area was riddled with abandoned factories and ulti mately waste sites,” Doxtator says. “Benton Harbor has been home to Whirlpool since 1911, and the leadership within the corporati on stood by one of their values by ‘doing the right thing.’
“Harbor Shores is not just a golf course. It saved a piece of land that was completely inaccessible, contaminated and abandoned by previous businesses.” —Jackson Davison,
Golf Operations Manager
AT A GLANCE: Harbor SHoreS reSort Location: Benton Harbor, Mich. Founded: 2010
Golf Course Design:
Jack Nicklaus Signature Course Annual Golf Rounds: 15,000 Members: 172 Main Clubhouse Size: 7,360 sq. ft. General Manager: Joshua Doxtator, PGA Golf Operations Manager: Jackson Davison
Golf Course Superintendent:
Nate R. Herman Executive Chef: Calie Jean
Director of Service and Engagement:
Christine Clayton Director of Instruction: Ross Smith
“Ultimately Harbor Shores is a testament to that value,” he adds. “Whirlpool committed to cleaning up the area and, with the help of various local and state organizations, developed an environment that offered opportunities to stay, live, work and play.”
For example, the 14th hole on the golf course alone had enough waste removed to fill a football field 70 feet high.
The course, which plays host to the KitchenAid Senior PGA Championship every two years, sits on the same site where 6,000 manufacturing jobs were lost over an 18-month period in the 1980s. The empty buildings sat on nearly 3 million sq. ft. of industrial materials and contaminated soil. In 2008, that property had little state-equalized value; by 2017, the same land had a taxable value of nearly $74 million.
Harbor Shores also hosts the Whirlpool Community Charity Golf Event that attracts 630 players over two days, raising more than $2 million every year. Those funds assist The First Tee of Benton Harbor, the Boys and Girls Club of Benton Harbor, and local schools.
“To say the relationship is strong would be an understatement,” says Doxtator. “Without this event, funding for local youth development would be difficult, and so many young lives would not be impacted. We are extremely fortunate and blessed to have the devotion of a global organization in our community.”
The charity event, says Jackson Davison, Harbor Shores’ Golf Operations Manager, is all about the kids. “These kids are the future of this community, and being able to reach them and give back in such a positive way provides a great deal of satisfaction, especially when it involves getting the kids into the game of golf,” he says.
The golf course plays a tremendous part in supporting the community by providing jobs, increasing a tax base significantly from zero, and supporting local youth programs, Davison adds.
“Harbor Shores is not just a golf course. It saved a piece of land from the ruins it was in,” he says. “A piece of land that was completely inaccessible, contaminated and abandoned
by previous businesses. If it wasn’t for the vision and the eff orts from some of the local business leaders, this land would have been forgott en.”
ALTERNATIVE RECREATION
The Harbor Shores property also provides recreati on such as parks, walking trails, access to water acti viti es in the Paw Paw River, and development for homes and other local businesses.
“One of the most signifi cant impacts would be the beach at Jean Klock Park,” Davison says. “This was an area that was completely trashed, abandoned and never maintained. Harbor Shores committ ed to revitalizing such a beauti ful piece of the lakeshore, and also committ ed to maintaining the enti re park.”
As Harbor Shores celebrates 10 years on the banks of Lake Michigan, it’s hard to recall the urban blight that was left behind when industry left town in the 1970s and ‘80s, leaving the area riddled with abandoned factories and ulti mately waste sites. The property went from litt le state-equalized value in 2008 to a taxable value of nearly $74 million in 2017.
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For the soy pearls:
• Freeze 1 ½ quarts canola oil in a 5-inch-wide, 2-quart cylinder for at least 3 hours • Bring 240 grams soy sauce just to a simmer • Add 4 grams agar agar and 5 grams sugar, and stir until it begins to slightly thicken • Using an eye dropper, drop small droplets of the soy into the frozen oil to set the agar agar, being careful not to overlap • Strain from cylinder and store in enough oil to cover under refrigeration “ There are some great stories of how golf was good for a community, but there is none greater than our story.” —Joshua Doxtator, PGA, General Manager
For plating:
• Using a 3 ½-inch ring, stack as follows: Bib lettuce, tuna, apples, avocado, soy pearls and micro wasabi • Garnish with chips
SUBMITTED BY DAVID N. DADDEZIO, PC1, EXECUTIVE CHEF, VICMEAD HUNT CLUB/BIDERMANN GOLF COURSE, WILMINGTON, DEL.
Now, Jean Klock Park Beach is completely maintained by Golf Course Superintendent Nate Herman and his Course and Grounds team at Harbor Shores. “They do a fantasti c job and make it a very C&RB Can you detail how you tie your beehives and enjoyable desti nati on for all,” Davison says. tomato and herb gardens together with your Farm Herman has been in the industry for 20 years and at Harbor Shores since 2017. The park isn’t the only porti on of the property open to the community, he notes. Table Dinners? Daddezio The bee hives and gardens have really bolstered our culinary program, while promoting good stewardship of the environment. At our annual farm-to-table dinner, we paired the honey from our hives with locally produced
“Quite honestly, the enti re piece of property is available to the public, with the intenti on of the facility as a whole being the central point of the revitalizati on of this community,” Herman says. “It took some ti me to adjust my perspecti ve [in that way]—however, whether it is the Jean Klock Park Beach, the trails, or the golf course, our goal is provide our guests and members with the best experience possible in a fi nancially responsible manner, and including those who uti lize the facility outside of golf.”
The massive scale of the Harbor Shores property leads to some unique challenges for Herman and his team. “This property provides multi ple daily challenges, primarily due to the size of the property,” he says. “A typical 18-hole facility averages between 120 and 140 acres. But we are on 530 acres with three very diff erent micro-environments. The travel ti me alone can be problemati c, on top of the wear and tear to the equipment [and] management of the staff .”
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ATTRACTING ATTENTION
Maintaining and growing visitor traffi c is an issue for properti es across the country. Doxtator takes a two-pronged approach to helping Harbor Shores thrive.
“First, people need to know you exist,” he explains. “[That requires] really taking the ti me to analyze your data, defi ne your guest, comprehend barriers and ulti mately use all available resources to go aft er target markets.
“Understanding where your guests are coming from, and why, is important—but delivering on the promises that you promote is vital to the sustainability of the resort,” Doxtator adds. “Fulfi lling expectati ons might keep you in business—but exceeding them daily, with every guest, allows the opportunity for growth and retenti on.”
Once guests are on site, the goal is to keep them engaged as long as possible.
“Our enti re team has a basic set of principles, called ‘Top 4 at the Shore’ [see box, pg. 17], that equip them for success and encourage them to create relati onships with guests,” Doxtator says. “They carry a card with these four principles and this quote: ‘We exist for our guests; make them remember you for something good today.’
“Our team owns this—and in return, I believe, our repeat business and new business conti nues to grow exponenti ally.”
STEADY STAFFING
Situated in a region that has seen more than its fair share of unemployment, Doxtator says staffi ng issues for Harbor Shores don’t necessarily come in the form of hiring, but retenti on.
“In the hospitality business, keeping your team engaged, proud and ulti mately loyal is extremely diffi cult,” he says. “I was fortunate to come up in the business in a heavy culture-driven environment. I understood early the importance of people, and of learning how to communicate and lead based on sincerely engaging and including them.
“Culture is important to me and our team,” he conti nues. “Regardless of positi on, every team member on site should know their role and its importance to the success of Harbor Shores. The dishwasher is just as important as the GM—if a guest receives a dirty plate, how does that impact our business and guest?
Providing value in each positi on is vital and celebrati ng the successes is important, Doxtator adds.
“I’m big on our team ‘knowing the score,’” he says. “Each department has an acti ve scoreboard that shows how we’re doing, and it’s updated daily.
GUIDING PRINCIPLES The entire team at Harbor Shores Resort carries a card with this basic set of principles, called ‘Top 4 at the Shore,’ to help equip them for success and encourage them to create relationships with guests, says General Manager Joshua Doxtator: > 10/10 Rule—Engage and initiate connection with our guests within 10 feet or 10 seconds. > Leave a L.A.S.T.ing Impression – Listen with sincerity; Apologize regardless of fault; Solve within reason and provide an equitable solution; Thank the guest for their feedback. > Develop and Anticipate Attitudes – Know the desire of the guest before they ask. Providing directions and introductions are vital to their service experience. > Give them I.N.F.O. – Inform the guest of the expectation; Never assume they know where they’re going or who they will see next; Follow their lead;
Offer to take them there.
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The massive scale of the Harbor Shores property—spread out over 530 acres—leads to some unique challenges for Golf Course Superintendent Nate Herman and his team. “The travel time alone can be problematic, on top of the wear and tear to the equipment [and] management of the staff,” Herman says.
This helps our team engage and understand they’re an important factor to our overall success. Regardless of how much competitive spirit someone has, nobody likes to lose; by actively being reminded of the score, we try harder and gain loyalty among our team—because we can’t win if everyone doesn’t play their position.”
DINING DIVERSITY
Whether guests are dining at The Inn or the golf course while on property, Executive Chef Calie Jean, who joined the resort in February 2020, is charged with directing their culinary experience. With prior experience at ski resorts in the Colorado Rockies, Jean says there was a little bit of a learning curve when it came to understanding what the needs of the guests would be. “A lot of time was dedicated to talking with our members and golf professionals, to get an idea of what their favorite food experience is while enjoying the game of golf,” she says.
“My goal was to create a menu that accentuates their favorite game,” she adds. “Our offerings highlight simple favorites made with local ingredients and housemade products. The simplicity of the menu allows us to focus more on daily specials that celebrate seasonal fare, so we can offer a new experience to our guests each time they visit.”
While diners would naturally expect to find great food at Plank’s Tavern on the River, which is located at the Inn, and at the golf course’s restaurant, The Grille, it may surprise some that on-course options are nearly as plentiful.
“Our on-course dining options available at Jack’s Place [the course’s turn house] and from the beverage cart boast the same simple freshness that you can find at the clubhouse, including a houseroasted beef sandwich with horseradish Havarti spread and grilled chicken Caesar wrap [with house-made Caesar dressing],” Jean says.
COPING WITH COVID
Like every other property, Harbor Shores was not immune to the global pandemic. A clear and open approach kept members and guest informed and comfortable.
“I think our biggest focus in coping with COVID was doing our best to create a genuinely safe environment for our members and guests,” Doxtator says. “Communicating what we were doing to ensure their safety, and following through on sanitation procedure and protocols, was a priority.
“We recently conducted a survey among our members and it was resounding that our efforts didn’t go unnoticed,” he continues. “It falls in line with the core of who we are—making every guest feel like they’re the most important person on property every single day.”
At the golf course, Davison’s staff placed a premium on sanitation routines, specifically with the golf cars, GPS and accessories.
“Our Guest Service team sanitized and cleaned the cars in heavy detail after each
use, and we made sure this was the priority each day,” Davison says. “Although there was a high cost associated with these practices, it helped to ensure a safe environment for our members and guests and allowed them to enjoy their experience.”
ON THE HORIZON
A decade in operation is really just a blip on the radar for many clubs, and the future of Harbor Shores remains unwritten. Doxtator, for one, has an idea of what may lie down the road, but isn’t quick to make predictions.
“I’ve learned to not limit yourself by trying to predict the future,” he says. “Yes, we have plans in place to expand on the offerings at Harbor Shores and ultimately become the one-stop shop for everything resort-, golf- and entertainment-related.
“Our focus is to engage guests year-round, but how do we do that differently from everyone else?” he adds. “There is plenty of opportunity on the horizon, and as we continue to see visitors from all over the Midwest, we will invest in the areas that matter.
“Regardless of what we do next, we will make sure that every person who visits the resort understands why it exists,” Doxator adds. “There are some great stories of how golf was good for a community, but there is none greater than our story.” C+RB
Culinary options are plentiful under Executive Chef Calie Jean. In addition to Plank’s Tavern on the River, located at the Inn, and The Grille at the golf course, Jack’s Place at the turn of the course, and the beverage cart, also offer fresh and inventive menus.
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ENDING THE SPACE JAM
Locker rooms are being upgraded to take on this year’s sudden influx in golf traffic with more room for showers, saunas and other features.
By Pamela Brill, Contributing Editor
MUCH LIKE THAT FRESH-FROM-THE-SHOWER FEELING, clubhouse locker rooms are rejuvenated not only by structural makeovers, but by the steady stream of members and guests who have been using clubs as one of the few places to which they’ve been able to get away this year. And as pandemic-weary players resume their golf games and look for ways to socialize safely, locker rooms and adjoining ameniti es are off ering a welcome reprieve from the confi nes of home.
From spacious showers to reopened ameniti es like shoeshine and card-room faciliti es, these locker rooms demonstrate how clubs can operate eff ecti vely with the right safety practi ces in place.
MASS APPEAL
At Wollaston Golf Club in Milton, Mass., members were due for a change in the locker-room faciliti es. Following the completi on of a 2015 survey and subsequent queries by the club’s planning committ ee, management learned of the desire for improved accommodati ons for golf and fi tness users.
“We received overwhelming feedback on the need to address the size and locati on of the women’s locker room, improve the men’s locker room and the need for a year-round golf fi tness facility,” says Clubhouse Manager Nikki Gulla. “On a scale of 1 to 5, with 5 being the most important, the men’s locker room upgrade was
> Determining the best use of space reserved for
rated 4.3 and the women’s locker room upgrade was rated 3.7.”
As a result of a multi phase constructi on plan, a 5,000-sq.-ft . men’s locker room inside a golf-centric facility opened its doors in March 2019, while a new women’s locker room housed within the existi ng clubhouse was completed six months later. These respecti ve spaces boast a more streamlined design, with 504 half-lockers in the men’s locker room (vs. 372 full and 90 half-lockers previously) and 138 half-lockers in the women’s (vs. 40 full and 92 half previously).
“The new half-lockers are wider and deeper than the old ones, making the transiti on to all half-lockers easier,” Gulla notes.
Designed in a transiti onal style, each locker room is disti nguished
lockers may require rethinking size and style. > Adjoining common space for locker rooms, such as lounges and card rooms, promotes socializati on with
proper distancing.
by aestheti cs that maximize its respecti ve locati on. The men’s locker room, on the top fl oor of the golf building, has a vaulted wood-plank ceiling that, according to Gulla, “promotes a sense of grandeur and open space.” Painted in shades of warm gray, neutral tones are balanced out by steel and burgundy plaid carpeti ng, burgundy benches and wood-stained lockers. A central wet area contains a vanity with four sinks, four urinals, three full-stall toilets, six showers and a steam room. A small lounge area and outdoor deck overlooking the golf course provides space to relax and unwind, while a shoeshine and locker room attendant area completes the layout.
KEEPING CLEAN WITH AN UPTICK in golf traffic following the return of members to the greens, locker rooms are getting a full workout. As more clubs resume full operations, these facilities are enhancing sanitization and cleaning processes to ensure maximum safety.
At Wollaston Golf Club, locker rooms are staffed by an attendant during all hours of operation who is responsible for sanitizing high-touch surfaces. Shared toiletries (with the exception of hand soap) have been removed, as have all towels (to temporarily discourage the use of showers and/or the steam room).
Sanitization is at the forefront of business practices at the Streamsong resort, especially since the onset of COVID-19. “Comprehensive cleaning protocols, combined with strictly monitored disinfectant procedures, are in place that have further elevated Streamsong’s cleanliness standards throughout the locker-room areas,” notes Director of Golf Scott Wilson.
Social-distancing signage provides a gentle reminder to members, particularly in common areas like the clubhouse and locker rooms. Hand-sanitizing stations are available in most public areas of the resort, while travel-sized samples are offered to all guests.
Many club and resort properti es are now dedicati ng att endants during all hours of locker-room operati on who are responsible for saniti zing all high-touch surfaces. WOLLASTON GOLF CLUB
Milton, Mass.
—Nikka Gulla, Clubhouse Manager
Because the women’s locker room is located in the clubhouse basement, a soft er color palett e balances out the darkness. Warm grays are soft ened by ti nts of white and cream, a light-gray locker stain and muted seafoam accents. In sharp contrast, towel storage and a breakfast console are outf itt ed in a dark wood stain.
In additi on to the lockers themselves, the women’s locker room includes a wet area with four showers, fullstall changing spaces, four full-stall toilets and four sinks. A ladies’ lounge with television, soft seati ng, a card table and space for conti nental breakfast round out the services for women. (Because the men’s locker room is not housed in the clubhouse where the fi tness center is located, a small men’s-only room featuring eight day lockers, a shower and toilet was added to the design.)
“The locker room serves as a welcome home base for members before and aft er their rounds,” says Gulla. “New membership candidates conti nue to be impressed and excited by the new space and can see its full potenti al.”
SHOWERS OF HAPPINESS
In response to increased demand in its acti ve golfi ng community, Streamsong Black, one of three courses at the resort in Bowling Green, Fla., recently underwent a clubhouse-wide renovati on that included an expanded locker room. The renovated space, which was unveiled to members in the fall of 2020, resulted not only in a larger footprint, but a facility fi rst. “Prior to the locker room renovati on, the Streamsong Black locker rooms had no showers and were much smaller in size,” says Director of Golf Scott Wilson.
With an additi onal 4,000 sq. ft . in the clubhouse, the locker rooms were allott ed ample space for both male and female golfers. The men’s locker room contains four showers, while the women’s locker room has two showers, along with the additi on of oversized vaniti es. The men’s locker room includes 18 full and 18 half-lockers, and the women’s locker room holds seven full and six half-lockers. To emphasize the resort’s brand, each locker is engraved with the Streamsong logo.
The overall style is “grounded in terrain [that] speaks to
STREAMSONG BLACK
Streamsong, Fla.
—Scott Wilson, Director of Golf
the unique characteristi cs of Streamsong’s landscape and climate,” Wilson describes. (The resort was previously a strip mine.) “The new locker rooms incorporate colors that are warm extensions of the land, such as yellows, browns and light grays.”
LED high-hats illuminate the space and underfoot, commercial carpeti ng outf its the locker room. Bamboo-style receptacles for used towels extend the neutral tone of the overall décor.
Thanks to the increased space in the locker rooms, guests are able to maintain social distancing with ease—a design perk that proved especially useful during the COVID-19 pandemic. “With the closure of [the resort’s other two courses for renovati ons] from April through September, there was an extremely high demand for Streamsong Black,” says Wilson.
BRANDED BY THE BAY
At Rehoboth Beach Country Club in Rehoboth Beach, Del., members are reaping the benefi ts of a club on the water year-round, thanks to a property-wide renovati on project inspired by its coastal locati on. This past summer, the club unveiled brand-new men’s and women’s locker rooms as part of a larger renovati on that included the clubhouse, pool and short-game greens.
By adding 6,000 sq. ft . to the 42,000-sq.-ft . clubhouse, both locker rooms benefi tt ed from revamped spaces. The women’s locker room absorbed a former enclosed porch, while the men’s locker room was repositi oned by transforming a former dining room into a men’s grill room. A combinati on of full and half lockers were swapped out in favor of stacked lockers.
REHOBOTH BEACH COUNTRY CLUB
Rehoboth Beach, Del.
— Michael MacDonald, General Manager/COO
“These lockers are about three-quarters of the size of a full locker and enable us to accommodate more [of them],” says General Manager/COO Michael MacDonald. The men now have 292 lockers, up from 251, and the women 115, up from 72).
To add some panache to an otherwise sterile setting, an inviting color palette was in order. “The colors selected around the club are light and airy, with an ocean feel, as we are located on Rehoboth Bay, which leads to the Atlantic Ocean,” notes MacDonald.
In the women’s locker room, maple lockers in white dove blend well with creamy furnishings and soft blue/grey carpeting. In the men’s locker room, rich mahogany lockers in cherry mocha exude a more masculine tone and are complemented by plaid carpeting.
To create a seamless design between wet and dry areas, each locker-room area flows directly into separate amenities, including a women’s card room and a men’s grill. “The layout was to provide an inviting entrance and sitting area where the members can relax with their friends while having lunch, cocktails and enjoying a sporting event or playing cards,” MacDonald explains.
In the women’s lounge, a floral-print couch and soft chairs create a cozy nook for unwinding by the fireplace. The men’s grill room is outfitted in navy wallpaper, wood tables and green leather chairs. Both genders also benefit from individual saunas—a first for the locker rooms (and a member-driven suggestion).
Since the August opening of the renovated space, Rehoboth Beach members have embraced the revamped amenities. “In the past, member would simply drop off their shoes, play golf and have lunch,” says MacDonald. “Now it’s more a place they can be proud to show their friends.” As evidence of this enthusiasm, he points out that 80 new members have joined the club since April. “This renovation has rejuvenated our club,” he adds. C+RB
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