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I S S U E 2 6 0 | V O L U M E X I X S E P T E M B E R / O C T O B E R19 YEARS OF EDUCATING THE PRIVATE CLUB INDUSTRY

BOARDROOM MAGAZINE TECHNOLOGY FEATURE - PAGES 78-99

Abacus 21 BuzSoftware

ClubSoftware

ClubTecclubsystemsgroup

CulinarySoftware

FacilityDude

FOOD-TRAK Jonas ClubSoftware

Northstar ClubManagement

ResortSuite SigneraSES Lighting TAI ClubSoftware

BeaconTechnology

Improve the Member Experienceand Increase Member Usage

MembersFirst

10 | PUBLISHER’S PERSPECTIVEHow Do Private Clubs Build A Luxury Lifestyle Brand?

64 | CULINARY & CATERINGTech Savvy Tips for Elevating Your Catering Expertise

128 | CLUB SERVICEMarketing And Technology Go Hand-In-Hand

10 | PUBLISHER’S PERSPECTIVEHow Do Private Clubs Build A Luxury Lifestyle Brand?

64 | CULINARY & CATERINGTech Savvy Tips for Elevating Your Catering Expertise

128 | CLUB SERVICEMarketing And Technology Go Hand-In-Hand

4 BOARDROOM | SEPTEMBER/OCTOBER 2015

ED I TOR ’ S NOTE |

What a difference a year makes…or for that mat-ter, five years …10 years!

Technology, as it is in BoardRoom’sSeptember/October issue, speaks to how thingshave changed over the last 10 years. The intro-duction of the iPhone, Blackberry and othersmartphones really began to have an effect onprivate clubs, which then faced decisions of whocould use what, where and when at their clubs.Yes, some things do change.Today, barely a day goes by that there isn’t

something new and wonderful on themarket…and most people are embracing thechanges happily because it’s made our lives easi-er…it’s simplified what we do and we do it morequickly, efficiently and effectively. That, ofcourse, is the ‘good’ side of technology.Yes, technology in earlier days was verboten at

some clubs. But the only thing constant aboutchange is change and that certainly applies totoday’s private clubs. Technology really holds thekey to success for many private clubs who areseeking a new generation of members, i.e. theMillenials…the generation that’s grown up withmuch of the technology they (and we) carryaround with us today.Technological change today is unceasing and

happening with such mind-boggling speed anddepth that we can only imagine where tomorrowtakes us. Just think of what’s happened in thepast year?So how do clubs prepare for the future? What

to do, because digital devices are how youngerclub members read, listen, search and generallycommunicate with their families, friends andwork colleagues. How do clubs accommodate therequirements of the next generation? What deci-sions do board of directors face? Who leads thecharge?At the same time, technical innovation is also

knocking down the doors of clubs themselves,particularly in administrative and managementareas. In his Technical Perspective piece thisissue, Bill Boothe explains how clubs can cutcosts by adopting a couple of technologies, tothe advantage of the club’s members.

Boothe also suggest implementation strategiesto help club members make the leap to get onboard. Some clubs of course are earlyadopters…not so with others who need morefocused arguments of why change should hap-pen. Boothe outlines these advantages, includingthe fact your club can save money.Food and beverage technology that tracks

inventories from start to finish is also pushingon, and contributor Chris Boettcher outlines howmarketing and technology go hand-in-hand inmeeting the demands of today’s members.The golf course also benefits from changing

technology, as Bruce Williams points out in hisstory on technologies your club should embrace.Water issues including usage, affordability,

availability and quality are in the forefront of oneof the most important issues clubs face today.This of course has led to technological innova-tions that measures moisture, ensuring thatwater is applied only when needed, and whichalso track irrigation performance.Apps that help in myriad ways are also finding

their way on to the golf course, as well as otherparts of the operation. Clubs should embracetechnology and make it part of their operations,Williams recommends. Certainly there is an appetite for advancing

technology and that’s becoming even more evi-dent in the private club industry. The next fewyears, as with the last few, will be exceedinglyinteresting.

■ ■ ■

And finally, we continue with our series onBoardRoom magazine’s top private club presi-dents with stories about Gale Pinckney,Commodore, Newport Harbor Yacht Club,Balboa, CA; Brian Spiller, President, WoodfieldCountry Club, Boca Raton, FL; Barry Swidler,President, Old Westbury Golf & Country Club,Old Westbury, NY. BR

Got a comment?Drop us a note: dave@boardroommag.com

Technology: Change Remains Constant

DAVE WHITE

Publisher/CEOJohn G. Fornaro

Editor/Co-PublisherDave White

Associate Editor/Creative Director/Co-PublisherHeather Arias de Cordoba

APCD Executive Director Bill Thomas

Editorial & Marketing DirectorDee Kaplan

Account Manager Dina Alleluia-Carr

Contact Informationwww.BoardRoomMagazine.com | www.apcd.com(949) 376-8889 or (949) 365-6966

Subscriptions and WebsiteHeather Arias de Cordobawww.BoardRoomMagazine.com(949) 365-6966

Lisa CarrollRick CoyneHenry Delozier

The BoardRoom magazine (USPS 022516, ISSN 15537684) is a bi-monthly trade publication. Issue 260Periodical postage paid at Laguna Beach, Calif. and additional mailing offices. POSTMASTER: Sendaddress changes to THE BOARDROOM magazine, P.O. Box 9455, Laguna Beach, Calif. 92652.

Reach The BoardRoom magazine at (949) 376-8889 ext. 2 or fax (949) 376-6687,email heather@boardroommag.com or johnf@apcd.com or visit the website atwww.BoardRoomMagazine.com.

BoardRoom magazine is published byAPCD Inc.1100 S. Coast Hwy. #309Laguna Beach, California 92691

Featured Columnists

Cindy Anderson William Aperance Sarah Bal Chris BoettcherBill BootheRonald F. CichyJames CobaltDonna CoyneDave DohertyKate DonnellyJohn EmbreeJim FediganSusan GreeneDeEtta Jones

Terry HackettLarry HirshBonnie J. KnutsonDavid LaceyLynne LaFond DeLucaButch LesniakMelissa LowSusan LyleSteve MonaRob MulhernPeter NanulaMacdonald NivenRobyn Nordin StowellGregg Patterson

Frank PitsikalisRachelle RealiTed RobinsonBill SchwartzCraig Smith Rick SnellingerMichael SparksElyse StulbergPrasad SuryadevaraMike TalbotBruce R. WilliamsDonald N. Williams

Contributing Writers

Endorsements, Strategic Partners and Allied Associations

SEPTEMBER/OCTOBER 2015 | BOARDROOM 5

John G. FornaroNancy M. LevenburgJerry McCoy

Kevin ReillyJohn R. “Jack” SullivanCrystal Thomas

Frank VainDave White

CONTENTS | S EPTEMBER/OCTOBER 20 1 5

PUBLISHER’S PERSPECTIVE | 10

HOW DO PRIVATE CLUBSBUILD A LUXURY LIFESTYLE BRAND?BY JOHN G. FORNARO

We don’t have to look very far to see andfind luxury brands…brands that stand thetest of time, that retain their value andwhile not totally immune to the vagariesof the world economies, continue to be‘wanted’ and remain successful.

CASE STUDY | 12

TECHNOLOGY, SCIENCE, OH MY!BY RICK COYNE

Totally amazing the new technology wesee emerging everyday. Wrist computers,cellular, and now, glasses that will help youremember names. It’s all the stuff of comicbook characters of 50 years ago. So howdo you decide what ‘s right and what’snot? In my opinion, to use smart technolo-gy, you’ve got to be smart.

CRYSTAL CLEAR | 14

IT’S EVALUATION O’CLOCK BY CRYSTAL THOMAS

Done well, evaluations should align yourwork force with the club’s goals and prior-ities. Many clubs have taken evaluations tothe next level by using online performanceevaluation systems that integrate technol-ogy with the metrics the club uses toassess their team members.

GLOBAL PERSPECTIVES | 16

THINK BIG, THINK GLOBALBY HENRY DELOZIER

Only one in 15 golf clubs – about six per-cent – have a list of prospective memberswaiting to join, according to informationrecently compiled by Global Golf Advisors.If your club is among that rare breed with aline out the door, you can stop reading now.But if you’re like most, think big. In fact,think global.

CLUB FACTS & F IGURES | 18

THE CLUB BUDGET - WHAT’S THAT?BY KEVIN REILLY

Over the last seven years, clubs have beenforced to cut spending back because of adecline in membership and in spending bythe members that remained. Where doesthe money come from to address the shortand long-term, as well as the capital andoperational needs of a club.

GETTING YOUR BOARD ON BOARD | 48

OPPORTUNITY KNOCKS ARE YOU LISTENING?BY FRANK VAIN

This is a time of tremendous opportunityfor private clubs all across the country.While clubs clearly fit the definition of amature industry, they also fulfill one ofsociety’s deepest emotional needs – theopportunity to connect with others.

PL IGHTS AND INS IGHTS | 54

HIRING AN EXECUTIVE CHEFWHO IS THE RIGHT CANDIDATE?BY NANCY M. LEVENBURG

Eating out is one of the great pleasuresin our society. It is also one of the signif-icant benefits of belonging to a countryclub and the key reason social member-ships are so popular.

BOARDROOM BASICS & BEYOND | 70

IMPROVE MEMBER EXPERIENCEBY IMPROVING YOUR EMPLOYEEEXPERIENCEBY L ISA CARROLL AND JACK SULL IVAN

We can improve member satisfaction byimproving our employee experience. Sothe question is: Are you focused onemployee satisfaction?

WINNING STRATEGIES | 100

TRUSTED CONCEPTS FORTODAY’S CLUBSBY JERRY MCCOY

Sometimes it pays big dividends to take alook back. Mark Twain was heard to say,“Get your facts straight and then you candistort them as you please.” So we wentback in the archives and pulled out five ofthe best ideas from the past decade.

DEPARTMENTS

COURSE DES IGN . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22Should Your Club Contact A Golf Course Architect?

EXECUTIVE COMMITTEE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34Evolving Online Education Through CMAA UniversityBy Sarah Bal

TENNIS COMMITTEE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44One Membership, Two CertificationsBy John Embree

THOUGHTS ON THE CLUB INDUSTRY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52The Making of GolfForHer.comBy Steve Mona

ASSOCIATION OF PRIVATE CLUB DIRECTORS . . . . . . . . . . . . . . . . . . . . . . . . . . 56BoardRoom magazine Top Private Club PresidentsBy Dave White, editor

MEMBERSHIP MARKETING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60The Membership Professional...In The Era Of Technology - Part IBy Donna Coyne

EXECUTIVE COMMITTEE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66Hardy Offers Ideas for Happy Golfers

GREEN COMMITTEE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113Thank A Superintendent Campaign Earns Success Through Social Media

COVER STORY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20Beacons Are Here!By Dave White

MEMBERSHIP MUSINGS . . . . . . . . . . . . . . . . . . . . . 26A Club’s Digital Dream TeamBy Bonnie J. Knutson

CLUB MANAGEMENT . . . . . . . . . . . . . . . . . . . . . . . . 28Strategic Leaders Focus on the Vision By DeEtta Jones

BYLAW COMMITTEE . . . . . . . . . . . . . . . . . . . . . . . . . 30Bylaws - Boring or Terrifying?By Ted Robinson

INSURANCE COMMITTEE . . . . . . . . . . . . . . . . . . . . . 32D&O and EPLI Insurance?By Rob Mulhern

PERSONAL DEVELOPMENT . . . . . . . . . . . . . . . . . . . 36Hospitality Excellence and ProfessionalOpportunity By David Lacey

CLUB MANAGEMENT . . . . . . . . . . . . . . . . . . . . . . . . 38Think Like The OwnerBy Dr. Ronald F. Cichy

SHINING LIGHTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40Albany Country Club - A Sense of PrideBy William Aperance

CLUB MANAGEMENT . . . . . . . . . . . . . . . . . . . . . . . . 50Funding versus ManagementBy Peter Nanula

GREEN COMMITTEE . . . . . . . . . . . . . . . . . . . . . . . . . 62Pace of PlayBy Larry Hirsh

CULINARY AND CATERING. . . . . . . . . . . . . . . . . . . . 64Tech Savvy Tips for Catering By Lynne LaFond DeLuca

CLUB MANAGEMENT . . . . . . . . . . . . . . . . . . . . . . . . 67From Refresh to Renovation By Cindy Anderson

FINANCE COMMITTEE . . . . . . . . . . . . . . . . . . . . . . . 68It’s All in the CommunicationBy Macdonald Niven and Rachelle Reali

LEGAL MANAGEMENT . . . . . . . . . . . . . . . . . . . . . . . 72Club Wellness FacilitiesBy Robyn Nordin Stowell

DISTINGUISHED IDEAS . . . . . . . . . . . . . . . . . . . . . . . 74Tennis Concierge Makes a DifferenceFor the Country Club at Mirasol

DISTINGUISHED IDEAS . . . . . . . . . . . . . . . . . . . . . . . 76The Revolution Has Happened At San Luis Obispo

TECHNICAL PERSPECTIVES . . . . . . . . . . . . . . . . . . . 98Using Technology to Reduce CostsBy Bill Boothe

SALES CENTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102Technology is Great for Recruitingand RetentionBy Susan Greene

GREEN COMMITTEE. . . . . . . . . . . . . . . . . . . . . . . . . 110Four-Way Management WorksBy Dave Doherty

GREEN COMMITTEE. . . . . . . . . . . . . . . . . . . . . . . . . 112Latest Golf Course TechnologyBy Bruce R. Williams

CLUB EXPERIENCE . . . . . . . . . . . . . . . . . . . . . . . . . . 114Finding Good GovernanceIn a High Relationship Club CultureBy Gregg Patterson

LEGISLATIVE UPDATE . . . . . . . . . . . . . . . . . . . . . . . 116Overtime Regulations and theClean Water ActBy Melissa Low

CLUB SERVICE. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 124Marketing And TechnologyGo Hand-In-Hand By Chris Boettcher

TECHNOLOGY FEATURE

ClubTec . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24-25, 78Northstar Club Management. . . . . . . . 79, 132clubsystems Group . . . . . . . . . . . . . . . . . . . 80-81FOOD-TRAK . . . . . . . . . . . . . . . . . . . . . . . . . . . 82-83Jonas Club Software . . . . . . . . . . . . . . . . . 84-85MembersFirst . . . . . . . . . . . . . . . . . . . . . . . . . . 86-87ResortSuite . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88-89Abacus 21 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90Buz Software . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91Club Software (CSI). . . . . . . . . . . . . . . . . . . . . . 92ClubPay. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93Facility Dude. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94SES Lighting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95Signera . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96TAI Club Management Software . . . . . . . . 97Culinary Software . . . . . . . . . . . . . . . . . . . . . . . 99

SECTIONS

FEATURED SUPPLIERS

C2 Design Limited Associates . . . . . . . . 42-43Chambers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104Event Equipment Sales . . . . . . . . . . . . . . . . . 105High-End Uniforms . . . . . . . . . . . . . . . . . . . . . . 106KECamps. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107Something Different Linen . . . . . . . . . . . . . . 108Stay Prime Golf . . . . . . . . . . . . . . . . . . . . . . . . . 109Strahl . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111DEI Food Service . . . . . . . . . . . . . . . . . . . . . . . . 117

10 BOARDROOM | SEPTEMBER/OCTOBER 2015

PUBL I SHER ’ S PERSPECT IVE | APCD

JOHN G. FORNARO

We don’t have to look very far to see and find lux-ury brands…brands that stand the test of time,that retain their value and while not totallyimmune to the vagaries of the world economies,continue to be ‘wanted’ and remain successful.

They are brands that command loyalty…a verydesirable attribute.So what is luxury lifestyle branding, why is it

created, what are the benefits and what does itmean for private clubs today.Jean-Noel Kapferer in his book, The Luxury

Strategy: Break the Rule of Marketing to BuildLuxury Brands, says, ”Luxury is a concept as oldas humanity. Luxury is different, and a globalway of understanding a customer and managinga business.”

Luxury was invented in Europe eons ago anddeveloped worldwide by French and Italiancompanies, which have become great globalbrands, for example, companies we know rea-sonably well…Ferrari, Louis Vuitton, Cartier,Gucci, Prada…Luxury is quoted as often being visible because

of the logos and brands, but luxury really nevercompares itself with others. In fact the brands arequite different and generally a rarity. However,

increasing demand can encroach on this rarityraising an interesting issue.Exclusivity also defines luxury, and people

want exclusivity. So how does this requirementsquare with the increasing demand? Exclusivity,Kapferer says means limiting the brand…a dis-tinguishing factor between the luxury productand ‘mass’ products. In reality we can actually look at luxury as a

culture, which in the private club industry meansthe ‘club’ culture…with its own peculiarities,dynamics and exclusivity.Fact is, it’s likely many private clubs just don’t

know about luxury lifestyle branding…yes, a pri-vate club might be branding – with a name per-haps of a benefactor or other amenity, but it’snot luxury lifestyle branding.So how do private clubs build a luxury lifestyle

brand?“A club’s brand is significant because it shapes

how the marketplace views the club,” explainedFrank Gore of Gore Golf, and chief analyst ofBoardRoom’s Distinguished Clubs program. “It can have an effect on the joining fee,

retention and the club’s ability to attract newmembers. It is more than the traditionalbranding of the club’s name, logo and taglines. It includes the clubs history, image andwhat makes it special.“Clubs are a luxury and are selling an intangi-

ble luxury lifestyle to the market’s most affluentconsumers and therefore should position theclub accordingly,” Gore added.“Effective branding should invoke emotion,”

exclaimed George Stavros, principal with PaceSetter Technology, a firm that works at improv-ing operations and branding experiences for pri-vate clubs.“Emotion is one of the four Es including expe-

rience, exclusivity and engagement. Simply put, effective branding builds loyalty.

It creates a buzz. Members talk about how won-

How Do Private ClubsBuild A Luxury Lifestyle Brand?

How do you currently defend the price ofyour initiation fee? The board sets the price

or the member sets the price, based on what?A luxury brand. Treating your club like a

luxury brand will make it easier for you todefend the price, which of course, increasesnot only the value of the club, but also the

value of the club to your members.

118 BOARDROOM | SEPTEMBER/OCTOBER 2015

“Once the club is associated with a luxury brand theclub’s image is enhanced, important people will considermembership in the club and the club can attract top talentfor department heads and other important staff positions,”he added.

“The benefits are numerous, especially the benefit of amember belonging,” Neill stressed. “It’s the belonging to abrand that creates the greatest impact upon the member.It’s the unique sense of accomplishment and achievementand that they have arrived at their goal.

“By belonging, this brand emotion manifests itself whenjustifying initiation fees, dues and assessments,” heexpressed.

Coyne however, cautioned, “Unless the market is capableof affording a luxury brand, there is no benefit to your clubtrying to supply something the market cannot afford. If themarket can sustain a luxury brand, you will stand out in themarketplace.”

And if “the market can afford a luxury lifestyle brand, thebenefits are attractiveness to a discerning market capableof affording the fees endemic to the experience,” Coyneexplained.

What about younger generations? Will luxury brandingmake any difference for these younger, potential membersthinking about private club memberships?

The sheer number of younger people and their interestin brand name products does make that likely. For example,Pace Setter Technology suggests there are 12 millionMillenials considering taking up the game of golf.

So what’s the private club industry doing to attract themand are Millenials more influenced by branding and theproduct names.

“Indirectly,” suggested Pace Setter’s Stavros. “They aremore influenced by relevant consumer feedback.Millennials are far more likely to get a recommendation orconfirm through online reviews. When branding is effec-tive, it creates a buzz. It’s about the four Es – emotion,experience, exclusivity and engagement,” he injected.

Does having a strong brand attract new members andstaff? “Absolutely.”

Does having a strong brand attract referrals?“Absolutely.” Does having a strong brand increase thevalue of an initiation fee or justify the dues? “Absolutely,”Stavros maintained.

“The younger generation has always enjoyed associatingwith the most admired trends, products, and brands,” Neillcommented. “It’s how they feel about a company, it’srational but mostly emotional.

“Social media has also expanded the brand’s communica-tion through multiple channels. Many of these channelscan track where you came from and are going, and useincredible algorithm to communicate and hone a brand tothe user.

derful it is at the club and that builds desire, which leads to exclusivity, “Stavros added.

“Brand is everything,” injected ClubMark’s CEO Rick Coyne. “Luxury brands exude total quality, inclusive to a culturally diverse consumer and generally with costs rela-tive to the experience.

“Clubs serve two markets – their existing members and those that are not yet members. Everything that a club does internally for its existing members is projecting to potential members what they can expect.”

Coyne feels it’s vitally important to know your market before branding your club.

“You shouldn’t plan a brand until you fully understand your market. Club communities that brand in a luxury lifestyle are generally positioning similar to a high-end resort. Clubs too can likewise position, but if your market cannot afford a luxury brand it would be foolish to try.

“The only way a club should position itself with a luxury brand is if the market supports the position,” he explained.

“Clubs like any luxury brand have customers, or in a club’s case members who have a choice,” intoned Tom Neill, president of Private Club Historical. His Laguna Beach, CA firm curates, discovers and designs historical displays, exhibits, videos and photography, highlighting a private club’s unique history.

“What’s unique and extraordinary is the connection between the club and its members. No other luxury brand has a relationship like this. So it’s imperative the behavior parallels the fact that it’s the members who own the brand and by respecting them, listening to them, you earn their trust.

“Through my experience,” Neill added, “I clearly see two entities of branding: external and internal.

“External as represented by tangible items such as logo marks and websites, but more importantly for a club, is internal emotional branding as represented by a member’s pride in their club. For example, this can be accomplished by historical displays and exhibits featuring past and cur-rent members and is important for creating a cohesive positive member experience,” Neill suggested.

“It’s important because each club has its own unique brand, its own history, its own character, its own thing that it should be known for,” stressed Keith Jarrett, president of BoardRoom’s Distinguished Club program. “And the most successful clubs highlight their brand throughout the walls and displays of their clubhouses.”

There’s a general consensus benefits accrue with a luxu-ry lifestyle brand.

“The club will attract the communities most influential and important people. The city’s major events will be held at the club. Major decisions affecting commerce, politics and social issues will be made at the club,” Gore suggested.

SEPTEMBER/OCTOBER 2015 | BOARDROOM 119

“Younger generations, or future members are exposed tothis like never before,” Neill added. “The logo, the graphicelements are simply a visual and emotional cue, which I callan ‘intertangible’, the moment the visual transitions to thesublime and the emotional branding takes over.

“A club’s strong brand, a high-end, luxurious look willattract new members and win the hearts and minds of thosewho are seeking to join their first club. By offering them aluxurious experience, this will appeal to those who are nowin the market for an added benefit to their lifestyle.

“However, a major part of a club’s brand is its history andfor many, we see clubhouses, which look like a hotel chainlobby. There is nothing on the walls or any exhibits, whichdepict the club’s historical significance and more impor-tantly, the member.

“Clubs that do have this historical presence use their dis-plays as their premier tool when touring prospective mem-bers,” Neill stressed.

And does a strong brand attract both new members andstaff?

“This has been validated many times. The brand specifi-cally may not attract new members, but when a member isproud of their club, they refer friends and business associ-ates to membership. A strong luxury brand creates pride inbelonging the basis for referral,” expressed Frank Gore.

“A historical display depicting a club’s history canembolden a strong internal emotional brand identity,” Neillexplained. “This in turn, sparks pride with members and asense of belonging and this is relayed to referrals. Imaginehaving 500 member tour guides!

“Yes, a strong luxury brand increases member usage andpride. Member pride can solve a lot of a club’s challengesby justifying initiation fees, dues and assessments,” Neillconcluded.

120 BOARDROOM | SEPTEMBER/OCTOBER 2015

Remember, clubs are selling more than the functionalproduct (for example, a clubhouse, tennis courts and a golfcourse) itself. There is something else, and it’s symbolic.Clearly it’s the identity, the intangibles, which the club con-fers upon each and every member.

Some members might see their membership as being ofsuperiority. I believe it’s common for luxury brand cus-tomers to sense that link to something special. It may be alink to a story, a founder, or a creator or a specific time.But, it’s something special.

I also believe many buy luxury products because ofauthenticity. Today, more than ever, people feel dislocatedfrom any sense of authenticity. Walking into and aroundyour club you must feel the purity of belonging to ‘this’club, which sends a message saying, ‘this is something youcan be part of’, to which you say, “This is something I canand want to be part of.”

Over the last three years, we have visited hundreds of clubsand a common message we have received from club staff andmanagement is this: We are the home away from home for themembers. We are there second home and so on. 

But it’s also interesting in that many of the clubs we vis-ited don’t look like a home…they look and feel like hotellobbies.

When you walk into one of your members’ homes, yousee history. You see photos of their trips, their family, pres-ent and past, and mementos from the past. You can tell alot about a member by walking into their home.

Shouldn’t the club really look like a home away fromhome? The only difference is that your club members arethe family, the history is the club’s history and the memen-tos are from the club’s past.

Branding your club like a luxury brand will help you inmany ways. Membership recruitment, retention, and thefeeling of community it provides.

How do you currently defend the price of your initiationfee? The board sets the price or the member sets the price,based on what? A luxury brand.

Treating your club like a luxury brand will make it easierfor you to defend the price, which of course, increases notonly the value of the club, but also the value of the club toyour members.

At least that’s the way I see it! BR

John G. Fornaro, publisher

If you have comments on this article or suggestions for other top-ics, please contact John Fornaro at (949) 376-8889 or viaemail: johnf@apcd.com

PUBLISHER’S FINAL THOUGHTSThe next generation of members, the Millennials, are

branding fanatics. They buy Apple products, wear Nike and drive BMWs. This generation has been raised on branding, and I believe to reach this next generation of private club members your club must stand out.

Your club needs to have a strong brand. And not just a strong brand, because by the time Millenials can afford to join your club your club needs to be a luxury brand. There are myriad reasons why.

For years, my wife has been buying Louis Vuitton purses. I’ve always wondered why, because 90 percent of each of these purses is made of canvas, not even leather. Yes, there must be some appeal, yet they all look the same. Louis Vuitton is written all over each purse and is very expensive. So what’s the appeal?

She buys Louis Vuitton, I believe, because it makes her feel good. She feels she has arrived. And that’s no different than your members when they join your club. They feel like they have arrived. They enter your club with a feeling of pride and accomplishment.

When you walk into a Louis Vuitton store, there’s a feel-ing of luxury, exclusivity…the stores look classy, staff is very well trained and professional. The walls covered by photos of 100-year-old luggage…pictures of Louis Vuitton suitcases on old cruise ships, in antiques cars, and the like, giving an air of longevity and exclusivity.

When you are in their store you feel as though you are in a special space…with the products that ooze history and distinction.

I mention the Louis Vuitton store as an example because the key aspect to branding and treating your club as a lux-ury brand is that people feel they are in a special space when they walk into your club. It’s the way they want to be seen and treated.

Many clubs today look like a Marriott hotel lobby, and when walking in the front door that’s the feeling one gets…not that there’s anything necessary wrong with a Marriott hotel, but it’s certainly not a luxury private club.

I’ve actually seen the same pictures on the walls at three different country clubs…all with similar interior designers. Or they have pictures of flowers and maybe even pictures of some other golf course, not that there’s anything necessarily wrong with flower and golf course pictures, but…

Cover your walls with history, picture and artifacts from the past, from previous members, events and guests. Show your members your club is proud of its history, because you want prospective members to feel and know they are in a special place.

20 BOARDROOM | SEPTEMBER/OCTOBER 2015

Beacons Are Here!

“What gets measured, gets improved!” That’s a long-standing message of Peter Drucker, the Austrian-born, but long time American management guru.

And that’s the foundation for BoardRoom’sDistinguished Clubs latest innovation.The need to better establish member usage pat-

terns by location or amenity, the need for a more effi-cient member name recognition system and timelymember feedback has surfaced as a recurring themeduring the more than 200 onsite club surveys that

have been completed for BoardRoom’sDistinguished Clubs program.

“General managers anddepartment heads contin-ually have been asking ifthere is a way to capture

information aboutclub members thatallows the club andits staff to respond in

a timely manner tomembers’ wants andneeds,” explained KeithJarrett, president ofBoardRoom’s DistinguishedClubs program.“It became clear that we

needed a more efficient way toshorten the time period for receiv-

ing information, including digital feedback frommembers, along with more detailed information.”“It’s vitally important for clubs to think of today’s

and tomorrow’s member, but it’s also important tothink how board members want to receive informa-tion, “ Jarrett injected. “It’s our contention they want

reports, policy changes, new enhanced MemberExperience ideas based on data and confirmablemetrics like they see in their professional life.” So BoardRoom’s Distinguished Clubs thinkers

have come up with the answer… the ClubIQ Pluswith beacon technology! Not only are members provided with up-to-date

information about what’s happening where, attheir club, the beacon technology gives the club’sboard of directors and management vital informa-tion about what the club’s members want andneed, and measures, in real time, each depart-ment’s Member Experience performance indica-tors. This, in turn, really gives a true value of theirmembership.It’s all accomplished through the Distinguished

Clubs’ patent pending beacon technology. Timelyexperience feedback from members in each depart-ment allows numerous reports to be generated, andthat, of course, ties in with departmental financialkey performance indicators.With beacon technology, staff and management

know where members are and what areas of theclub they are using and gives timely feedback byreporting members’ location and experience. Thisinformation is instantly measured to generate dif-ferent types of actionable reports specific to eachdepartment. This information enables a club’s general man-

ager to manage the club’s revenues and expensesand better understand their relationship to thelevel of service and amenities the club offers –now and in the future. The information can alsohelp predict the impact of financial strategies onclub’s Member Experience.

COVER S TORY |

BY DAVE WHITE, EDITOR

SEPTEMBER/OCTOBER 2015 | BOARDROOM 21

Staff members identifying andaddressing individual members byname as they move about the clubspaces remains a very importantaspect of a private club. ClubIQ Plusachieves this by providing a pictureand name identifying memberswhen they enter each department sothat staff can confidently and cor-rectly address members. A benefit of this also is that mem-

bers do not have to sign into adepartment or sign a chit to be con-sidered using the club. Additionally,management will know member usagepatterns in real time via location anddepartment.

Members also can receive timelypromotions and notifications forspecific amenities or offerings basedon their location in the club. Forexample, club members arriving atlunchtime might receive a noticeabout the luncheon specials beingserved in the Grill Room.So how does the ClubIQ Plus tech-

nology work? A beacon is a wireless,location based piece of hardwarethat runs on a battery, doesn’t needWiFi and connects via Bluetoothtechnology.The beacons themselves are an

innovative package in the ever-

changing world of technology, butthe magic for the DistinguishedClubs comes from the patent pend-ing programming.Vincent Vu who has worked on

designing major applications forDirecTV and Verizon played a majorrole in developing this program forBoardRoom Distinguished Clubs.“We were thrilled to see such a per-

fect use application for beacon hard-ware technology, “Vu explained. “Ourproprietary and patent pending pro-gramming will allow clubs to exponen-tially enhance their delivery ofMember Experience in ways the clubsnever knew were possible.”

This of course, coupled with howthe clubs use their additional informa-tion they gather, is a key componentof the program.“It’s one thing to attain information

from members using Beacon technol-ogy, but it’s quite another to take it tothe next level by integrating a club’scost and revenue key performanceindicators with ClubIQ Plus,” intonedJeff Briggs, Distinguished Club’sdirector of technology, design andcommunications.“We’ve built the ultimate metrics

technology to measure MemberExperience which can be used to

monitor and reward departmentheads and their staff.”Beacons as small indoor position-

ing devices, using low energyBluetooth technology, connect tosmartphones. Once connected abeacon can trigger a response in asmartphone app, allowing it, amongothers things, to pinpoint locationsand push notifications or messages.In the case of Distinguished Clubs,messages to members are they movearound the club.Typically a club will likely have

between five to 50 beacons, depend-ing on the size of the club and numberof departments, placed around the

club, giving timely, location-basedmember feedback never before possi-ble. The cost to implement and main-tain ClubIQ Plus is entirely dependentupon the number of beacons a clubrequires based on the club’s size andinformation strategy.Yes, it’s as Peter Drucker suggested,

“If you want something new, you haveto stop doing something old.” That’s the name of the game for

BoardRoom’s Distinguished Clubs –ClubIQ Plus offers an informative andinnovative and valuable solution forimproving a club’s MemberExperience. BR

56 BOARDROOM | SePteMber/OctOber 2015

BoardRoom magazine Recognizes22 Private Club Presidents of the Year

By Dave White, Editor, BoardRoom magazine

BoardRoom magazine annually recognizes the world’s top private club presidents, captains andchairs as Private Club Presidents of the Year, for their outstanding work, their understanding ofthe industry, and role and responsibilities of the club’s board of directors. In this continuing series,BoardRoom introduces four of the top 22 presidents for 2014.

Private club board presidents play a huge role in professional operations of their clubs as avolunteer working diligently with their board of directors and general managers, striving for wellinformed, but not emotional decisions.

This recognition by BoardRoom magazine has attracted board president nominations from clubsand other nominators around the world.

These outstanding presidents exemplify the focus on the leadership responsibilities, the account-ability and the management of the board providing a healthy respect for the club’s macromanagement. They are cognizant of the importance of working, effectively and efficiently, withtheir volunteer boards and the dedication required from everyone with whom they work.

Key elements of a “good” board include commitment, competence, diversity, collective decisionmaking, openness, transparency, effective communication with the management and themembership, fiscal responsibility, development and establishment of the clubs’ mission, visionand policy direction, especially through establishment of a strategic plan.

A successful board president draws upon the expertise of other board members, the club’sinstitutional memory and stewardship of the club’s resources. As well the board presidentprovides new board members and future board presidents with information they need to performeffectively as board members.

Congratulations to these outstanding private club board presidents.

Five club president profiles on page 58 and 59

Sponsored by

Top Private Club PresidentWho is your choice as the top private club board president?

Many people and companies associated with the private club indus-try are given due recognition for their accomplishments, and nowBoardRoom magazine is focusing on selection and recognition ofthe Private Club Board President of the Year.

BoardRoom magazine, through a nomination and selection process,will honor 20 board president finalists worldwide and one prestigious

Private Club Board President of the Year Award.

Top Board President Selection ProcessThe top 20 private club board president finalists will be selected by a BoardRoom committeecomprised of industry experts and sponsors, who can make an expert judgment, who have anunderstanding of the industry, the structure of the board of directors, and the role and responsibilitiesof a club’s board of directors. A third party accounting firm will audit results.

Special Section AnnouncementA special section published in BoardRoom magazine will be devoted to the announcement of the topregional club presidents and the “Private Club Board President of the Year.”

Entry and DeadlineVisit www.boardroommagazine.com to download the criteria and application form.Entries must be submitted no later than Thursday, November 17, 2015.For further information contact John Fornaro (949) 376-8889 ext. 2 or johnf@apcd.com

brian Spiller’s calm and focused leadership style has keptWoodfield country club’s board of directors centered and effec-tive, while also cultivating harmony between the board, theclub’s management and membership.

With a focus on the future and a dedication to making theneeds of the Woodfield community a priority, Spiller took over aspresident in 2014… a standout choice for the position. He joinedthe board in 2009 and became vice president in 2011.

Spiller has played an integral part in the club’s long range plan(lrP) from inception through its execution. His countless hoursof work on the plan started in 2010 as co-chair of the long rangeplanning committee.

the committee launched an extensive survey to gauge mem-bership opinion, followed by in-depth analysis of the results,

which led to a list of priorities and ultimately to the multi-milliondollar renovation project that it is today.

Spiller, as vice president and the ‘voice’ of the long rangeplan, helped guide the club through its very important lrPmembership vote.

As president, he has been entrusted with carrying out thetwo phases of the lrP to best support the needs of the com-munity and the club’s future.

In addition to the lrP, Spiller’s well-rounded committeework includes serving as chair on numerous committees,including membership/communications, golf, house, humanresources and card rooms.

Passionate about the game of golf, Spiller along with theGolf Professional Staff spearheaded Woodfield’s golf certifica-tion program.

It’s designed to educate and inform members about golfcourse etiquette, pace of play, course care and Woodfield’srules and policies.

An advocate for communication, Spiller sees to it that themembership is fully aware of all pertinent club informationand happenings, and always welcomes input from members.

As Phase 1 of the lrP nears completion, the board continuesto look to the future – working together with general manag-er eben Molloy to create the club’s strategic plan, to helpdirect Woodfield’s future.

brian Spiller lives in boca raton, Fl and enjoys traveling, golf-ing and spending time with family and friends. BR

BRIAN SPILLER, PRESIDENT | WOODFIELD COUNTRY CLUB | BOCA RATON, FL

A number of achievements marked the time of Gale Nye Pinckney as commodore of theNewport Harbor yacht club, including the fact it’s the first time in 98 years the club has had afemale commodore.

However, her achievements came during a time of somewhat trying circumstances.the devastating illness and the untimely passing of the club’s general manager tom Gilbertson

in September, 2014 truly shaped Gale Pinckney’s year as commodore.

GALE PICKNEY, COMMODORE | NEWPORT HARBOR YACHT CLUB | BALBOA, CA

58 BOARDROOM | SePteMber/OctOber 2015

GALE PICKNEY, COMMODORE TOM GILBERTSON, GM CRYSTAL THOMAS, INTERIM GM

Pinckney had worked closedwith Gilbertson during his 11years as the club’s GM, andrelied upon his expertise andlong-term knowledge of theclub’s operations.

“Anyone in voluntary leader-ship will tell you what a sourceof comfort it is having a gener-al manager so well versed inthe nuances of club opera-tions,” Pinckney explained.

“day to day operations with-out a GM present became verycomplicated, and through ourconversations with tom, wedeveloped the concept of hav-ing an interim GM,” she added.

BRIAN SPILLER, PRESIDENT EBEN MOLLOY, GM

Old Westbury Golf & country club is back on track with aneye to the future, and much of the credit goes to barrySwidler for his outstanding work as president during 2014.

From its founding in 1961 through 2008, Old Westbury hadonly three general managers, and another three in the follow-ing four years – 2009 until 2013.

Old Westbury was developing a reputation as being “a hardplace to work.” As well, during this time, myriad staff prob-lems became evident – a clear result of the “leadership prob-lems.” It was a time for change.

After his election as president, barry Swidler (who someyears earlier had served three consecutive one-year terms aspresident) knew it would be difficult but absolutely crucial tofind the right general manager for Old Westbury.

A general manager search resulted in the hiring of Markusrentzing in February 2014, as the club began its climb back.

Once the new general manager was in place, along with thenew golf pro, Mike Meehan, president Swidler implementedstrict guidelines and a process “to give the general managerauthority and direction to run the club without board interfer-ence in day-to-day operations.”

As president barry exclaims: “Markus runs the club. I run theboard.”

today with the board members melding as a cohesivegroup, the board is back on track…an engaged group nowleading the club to new successes. there is greater membersatisfaction and a resurgence of new members as OldWestbury is growing again.

President Swidler also has led the board through a processon how to improve the club’s governance, including severalchanges, which the club votes on this September.

As president, Swidler’s primary goal is focusing on the bigpicture and what’s best for Old Westbury’s membership.

With this continuing leadership and a supportive and cohe-sive board, Old Westbury continues to grow and remains wellpositioned to retain its place as an outstanding member of thelong Island country club community. BR

BARRY SWIDLER, PRESIDENT | OLD WESTBURY GOLF & COUNTRY CLUB | OLD WESTBURY, NY

BARRY SWIDLER, PRESIDENT MARKUS RENTZING, GM

SePteMber/OctOber 2015 | BOARDROOM 59

crystal thomas, a close friend of Gilbertson and a consult-ant in the private club industry, joined the club as interimGM. “this helped us navigate the water, striking a balancethat gave tom comfort, while having boots on the ground tomaintain the intricacies of running full-time club operations,”Pinckney intoned.

throughout this time, the club’s leadership under commodorePinckney pushed on.

the club’s long-range facility planning committee succeededin getting the club’s rebuild approved in concept by the cityof Newport beach. Focus groups and an internal surveyenhanced the club’s communication with membership aboutthe rebuild plans.

“For 2014, we focused on overall member satisfaction,camaraderie, sailing, cruising, racing competitively, main-taining our edge on the worldwide yachting stage, and

training our children in a strong Non-calm program,”Pinckney commented.

“We revamped our electronic communications with our mem-bership, instituting a weekly sailing update, as well as condens-ing our other communications into a single, weekly electronicblast, and worked with the membership committee to enhanceand streamline our membership process.”

the club hosted a u.S. Sailing team tour, featuring fourOlympic hopefuls. three of these potential Olympians – chrisbarnard, charlie buckingham and Sydney bolger – are the prod-ucts of NHyc’s very own Non-calm program. 

“And, my piece de la resistance!” Pinckney exclaimed. “Wehired lindsay Pizarro as the first female general manager inthe club’s history,” during a time in which the NewportHarbor yacht club faced many challenging times andchanges. BR

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