MEMBERSHIP + MARKETING
TIMELY LESSONS Key Takeaways and Tips from C+RB’s Membership & Marketing Webinar Series
By Melissa Hansen • Director of Membership & Marketing The Club at Olde Cypress • Naples, Fla.
AS MEMBERSHIP INITIATION FEES surge and waitlists around the country continue to grow, clubs have had to quickly adapt to the boom the golf industry has experienced over the past two years. As Membership Directors and Club Managers, our daily tasks have continued to expand, as we continually anticipate and adjust to “what will happen next.” There is no better time to come together for education and insight, and I was honored to participate in and serve as Coordinator for the four-part webinar series, “Making the Most of Membership Departments’ Expanding Roles,” that Club & Resort Business presented at the end of 2021 (with sponsorship by ForeTees and Strategic Club Solutions). It was gratifying to see the interest and attendance that the series generated, as well as the response we received after the presentations. For those who may have missed it, as well as those who did join us and might like a refresher, I thought it would be valuable in this month’s column to recap the series and highlight some of its most valuable takeaways. Session One: What Clubs Should Now Expect from Their Membership Directors and Departments—and How to Properly Structure and Support Them. (Featured Speaker: Melissa Hansen, Director of Membership + Marketing, The Club at Olde Cypress) Studies show that more buyers are conducting their research online prior to setting foot in a private club. And that shift has brought about vast changes in the role of a Membership & Marketing Director. From increased marketing budgets to the constant tasks of social-media management, updating the club website design, 10
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digital marketing and blogging—it’s time that General Managers work with Membership Directors to reevaluate the goals of the club and what is needed to achieve those goals. During this session, I highlighted five key areas in which General Managers can support their Membership Directors and Departments: Education: Continuing education is essential for growth within the membership role. It’s important to allocate both the time and the budget for your Membership Director, to gain knowledge and insight on the latest trends. Connection: Encouraging your Membership Director to take the time to connect with other professionals within the industry is key. Making the time to visit area clubs and have conversations with colleagues will develop confidence through the value of knowing your competition, rather than assuming. Conversations and connections inspire and provide opportunities for transformation and growth. Creative Time: This one is so important. From website content to member communications, a Membership Director needs time to be creative to provide the best experiences for members. Set aside at least a half day per week in which you allow for uninterrupted time—no e-mails, phone calls or drop-ins. Creative time can be done in the office or in the comfort of working from home. Tools to Succeed: From CRM systems to design platforms, e-mail marketing tools and project management systems, a budget needs to be set aside for the right tools to succeed. Proper Budget: Whether your club has a five-year waitlist or is looking to gain new
members, the membership and marketing budget should be reviewed each season, and shifts may need to take place. From new-member gifting to a detailed prospect database, dollars need to be budgeted to provide a proper experience and prep for the future. Session Two: Providing Effective Training and Resources for Today’s Membership Department Needs and Personnel. (Featured Speaker: James James Cronk Cronk, Golf Industry Guru) “If you want to figure out where you are going, you have to figure out where you’ve been.” – James Cronk James kicked off this action-packed session by touching on the importance of identifying the wants and needs of our members. We know that members value human connection, but it’s essential to identify exactly what drives our members to join and stay at the club. Conducting surveys, as well as welcome and exit interviews, allow us to have data on exactly what members are enjoying, and what needs improvement. James shared a method called “The Power of 10”—an exercise he urges every member of the staff to complete each year: What are three things you can do that will have a positive impact on the member/guest/customer experience? What are three things you can do that will improve and enhance the employee experience of those you work with? What are three things you can do to improve the financial bottom line of the club? www.clubandresortbusiness.com
