CLUB CULTURE
THE ECONOMIC IMPACT
The culture of any club is critical to its success. Assume that you’re a member or in management of a private golf or country club. You’re probably a member in good standing, being up to date on all dues, fees and assessments. Do you consider yourself an owner of that club, or just a customer? Think of your fellow members at this club: Do they act like customers or owners?
In consulting with private clubs all over the US for more than 30 years, and I’m convinced there are two kinds of clubs: those with owners and those with customers. Though many clubs are member owned, even those members often act like customers. Let me give you an example: The golf course at private, residential club is now 30 years old and needs a major facelift — not just a redesign but better drainage, bunkers that actually drain after a rain event, a proper practice facility, and maybe a new banquet facility. If that club can’t gain majority approval for this renovation project, or it passes but the required assessment results in significant member exodus, that could be a club with too many customers and not enough owners.