Club Management - September/October 2007 - (Page 35) old-line clubs, it’s about being invited to join, not the fee, he said. In Las Vegas, those types of clubs’ fees stayed stable, but others were charging $75,000 and up. “Tucson’s a little more modest; there’s less of an ego issue here.” “At our club, ‘assessment’ is a dirty word,” Ward said. The board would much rather be told up front what projects will cost and to budget properly. While this is true in operations, it is even more important for large projects and capital improvements. Managers of today must not only understand the club’s fi nances, they also must be able to properly communicate that information in an accurate and timely manner. Food and Beverage Thorpe said food and beverage have undergone the biggest changes, because club members travel more and experience a broader range of foods, and the Food Channel and food Web sites further expand tastes. That challenges his club to offer what’s fresh, new and exciting – so it trains chefs to provide it. Another factor: the growth of fine restaurants in the suburbs. Clubs must offer comfort food and be innovative at the same time. Years ago country clubs served steak, salad and potato. Now, there’s a much broader range of options, with the trend toward more casual and ethnic food. Borders said food and beverage has gone from very simple to gourmet, but he sees a return to comfort foods – served with style – and healthier foods. “Clubs were slow to embrace that shift, which began in the 1970s and ’80s,” Borders said. “But chefs got more sophisticated and better trained as palates changed. “Clubs also stayed formal as dress codes became casual, and our members still have conservative values. We struggle with that, but some members still want to see coats and ties in the dining room.” Ward entered the business when most club managers came from the food and beverage department, but today there are more college-educated managers – not all with extensive food and beverage experience. “Interestingly, clubs are insisting on betterrun restaurants and higher quality in both food and service. Our chef has become a personality within the club. The department must be grounded in the traditions of the club but also capable of embracing new trends in food and beverage,” Ward said. Golf, Spa and Fitness Trends Another area of interest is golf/sports and recreation management, including new trends in fitness and spa facilities at clubs. Ward said that years ago very few clubs had fitness centers. Now, it’s hard to find a club that doesn’t, and most have expanded or improved their centers over the past few years. On the golf side, younger employees are driving the business. There are many PGM programs turning out young professionals who know the game and are well schooled in many aspects of management. Superintendents and assistants are better educated and come to the industry right from school. What is the role of today’s club? Is it all about golf? What will it take to survive? Grady said golf is dying in some quarters, but not at old-line clubs. He agreed that golf takes too long for members with small children, but sees growth for the game among empty-nesters, some of whom play three or four times a week. Borders said the popularity of tennis goes up and down, “but golf is flat lining with slow growth and no major ups or downs.” He hasn’t seen much increase in women golfers, either. He also sees people living closer to their clubs – most of Borders’ members live within eight miles. Fitness and spas are increasingly present in clubs and attract dues-paying members, but Borders said golf is a little fl at. Parents want to spend time with their kids, so his club has a par-three golf course for families; they can play a round in an hour. Competition comes not from other clubs, but from other forms of family entertainment. To survive, clubs must offer sports and organized activities for children. Parents want a place where their children can have fun and be safe. Grady started as a catering manager at the Albert Pick Hotel in Anderson, Indiana, and was later a salesman for a wholesale liquor company that was sold to a club. He worked there, then trained in club management, went to college and studied business. Peachtree is his fifth club. He noted that every club wants a diverse membership. Young members bring their children, and the club has a number of female golfers. Grady is seeing more young golfers, and he also sees competition. “Most of our members are also members of other clubs, but it’s because they have second or third homes, so we’re not competing with other clubs. But there are other activities, and in a major city like Atlanta there’s a lot to do. This is mild competition and not a threat.” Thorpe began his career in 1982 as a waiter at Skyline. He finished his college degree, became assistant manager of the club and worked there for the next nine years. He then moved to jobs in Milwaukee and Las Vegas before returning to Skyline. EVOLUTION continued on page 53 SEPTEMBER/OCTOBER 2007 • 35
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