CLUB TRENDS 2022 OUTLOOK - BUILDING THE MULTIGENERATIONAL CLUB NATIONAL CLUB ASSOCIATION, MCMAHON GROUP, KOPPLIN KUEBLER & WALLACE, CLUB BENCHMARKING
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Club Trends 2022 Outlook Building the Multigenerational Club National Club Association, McMahon Group, KOPPLIN KUEBLER & WALLACE, Club Benchmarking
Club Trends
Produced jointly by the National Club Association McMahon Group, Club Trends provides
strategies for successful clubs with best practices, case studies and trends information.
Three quarterly issues focus on single topic trends and one presents an outlook for the
coming year.
2
Today’s Agenda
• Generational Changes
• Beyond Golf and Club Amenities
• City Club Outlook
• How Generational Diversity
Shapes Long-Term Planning
• Time to Evolve
• Q and A
3
Today’s
Presenters
Henry Phillip Kevin Chris Chris Tom
Wallmeyer Mike Carroll Coulter Barron Wallace
4
Generational Changes:
How New Lifestyles and Preferences are
Challenging Today’s Standards
Phil Mike – National Club Association
5
Workforce Accommodations
Employers adjust to employees
• ~33 million Americans have quit their jobs
since spring 2021
• Prioritizing employee availability
• Increased pay and benefits (parking, meals)
• Reduced services
• Leaders work hospitality frontlines
6
Workplace Values
• Listen – Understand perspectives of
young people
• Create solutions – Generate new and
creative ideas
• Encourage feedback – All staff should
feel they can positively impact workplace
• Prioritize – Represent perspectives of
younger workers
All generations want to grow, be treated
fairly, have flexibility and feel they can make
a difference.
7
Shoppers’ Desires
Shoppers want more than what they are buying
Added Enjoyment
• Scented areas
• Gamification
• Scavenger hunt
Building Connections – Appealing on
a personal level
• Data/privacy controls
• Positive/uplifting messaging
• Ethical/diverse branding
8
Digitization of Shopping
9
Luxury Likes Tech
Luxury shoppers are more likely to use tech
• 70% are open to a virtual test drive
compared to average shopper (52%)
• 80% are open to trying on virtual
glasses compared to 65%
• 73% to try on clothes virtually
compared to 54%
• 29% of luxury shoppers say they very
or extremely familiar with NFTs
10More Competition with Technology
Staying at Home
• 47% of adults would rather watch a
new movie at home
• 48% of parents have 3-5 streaming
services
Metaverse is an “$8 trillion opportunity”
• Physical and virtual goods
• Live events and meetings
• Virtual tours
• Virtual amenities?
11Wellness
12Emotional Check-in
Fatigued but optimistic
• 70% of adults are confident in their
situation, but 53% are struggling
through pandemic
• 48% millennials say pandemic has
hampered ability to make basic
lifestyle decisions
• 37% Gen Z; 32% Gen X; 14%
Boomers
• Young parents and people of color hit
hardest
13Club Amenities and Growth
Opportunities 2022
and Beyond
Kevin Carroll, CCM, ECM, CCE, CAM – McMahon Group
14Never Let a Good Crisis to to Waste
• Rediscovery of clubs
• Safe Havens
• Socialization
• Social Hubs
• Diversity
• New ways of thinking
15Indoor/Outdoor Dining
and Bar Spaces
16Wellness/Fitness/Spa
17From Fitness to Wellness
• Stretching
• Bands and balls
• Diet counseling
• Group classes
• Virtual classes
• Spa, massage, treatments, sauna, steam, salt room
• Barbers and stylists
• Clinics on property
18Family Programming
Beyond traditional tennis, swim and golf
19Scioto Country Club Teen Golf Center
20Game Room
21Game Room
22Racquets/Pickleball/
Sports Courts and Bocce
23From Tennis to Racquets
• Adjust to new trends
• Pickleball
• Paddle
• Pop tennis
• Tennis pros adapt or move on
24Golf Practice Facilities
25Golf Capacity
• Most clubs are near or at
capacity, or so they think
• Practice facilities – as important
as the golf course, or more so
• Golfers must be attracted to
non-golf activities
26Programming
• Facilities are not enough
• Acquisition and retention of
quality staff
• Leadership and creativity
• Year-round activities
• Full service – for all family
members
27Dining
• 70% of clubs surveyed by
McMahon underachieve in their
dining efforts
• Members want the club to be one
of their favorite, top 4-5 dining
destinations
• Food is only part of the equation
• Ambiance
• Attentive and friendly service
• Camaraderie
• Variety
• Speed of service
28Most Important Club Amenities
as Surveyed by McMahon
• Dining
• Golf
• Wellness/Fitness
• Swimming
• Racquets
29Re-Think
Re-Brand
30City Club
Outlook
Christian W. Coulter, CCM,ECM – McMahon Group
31Insights from City Club Managers
Mitchell John Jada Matthew Steve
Platt Dorman Emery Allnatt Cummings
GM, MCM ,CCE GM, CCM GM GM GM, CCM,CCE
Cosmos Club The University The Union Jonathan Club The Harvard
Washington DC League Los Angeles
Club Club
New York New York Boston
32The Demise of City Clubs
Looking Back to Spring 2020-Spring 2022 Covid-19
33The Demise of City Clubs
Looking Back to Spring 2020-Spring 2022 Covid-19
34City Club
Leadership
• Adaptable
• Flexible
• Innovative
• Don’t let them see
them sweat
• Sense of Humor
35Pandemic Accelerating Trends
Pandemic A
Macro
Watchwords Heightened
trends
remain for 2021
remain intact
• Demand for a • Community • Sanctuary
member-centric • Family • Safety
experience • Casual • Simplicity
• Fun
36“We are building
back, not only better,
but responsibly,
carefully and ratably.”
- Mitchell Platt, GM, MCM, CCE
37Reinvention
of Who We Are
• Guest Rooms
• Non-member space
• À la carte/Events
3839
Downtown
Revitalization
• Belong & spend time
• Work & Leisure
• Connection
• Remote work centers
• Fitness Zones
• Relaxation Zones
40Reinvention
of Who We Are
• Mixing Business With
Pleasure
• Networking
4142
Looking Ahead
Spring, Summer and Fall of 2022
43The New Normal
44How Generational Diversity
Shapes Long-Term Planning
Data-Driven Perspective on the
Makeup of Your Membership
Chris Barron, CCM – Club Benchmarking
45What is the Net Promoter Score?
On a scale of 0 to 10 (with 0
being the lowest and 10 being
the highest), how likely are
you to recommend the Club
to family and friends?
XYZ Club Net Promoter Score
14%
Detractor
12%
Detractor
© 2022 Club Benchmarking, All Rights Reserved. 46** Average NPS by industry according to NICE SATMetrix © 2022 Club Benchmarking, All Rights Reserved. 47
• Club Benchmarking has calculated NPS scores
from nearly 56,000 members representing 71
individual clubs. NPS is Widely Used
• For context, NPS scores vary by industry. The
graphic below shows the average NPS for
various industries according to NICE SATMetrix.
• Their research cites the average NPS across
200,000 companies at 32. Within that context,
clubs tend to perform on the higher end of the
spectrum.
• Club Benchmarking data shows the median
NPS in the club industry is 48; just below the
Forbes hospitality average.
** Average NPS by industry according to NICE SATMetrix
© 2022 Club Benchmarking, All Rights Reserved. 48As a private club leader, apply this concept to your members.
Do we want our members to buy more, stay longer, refer friends
and provide helpful feedback and ideas? YES!
© 2022 Club Benchmarking, All Rights Reserved. 49• Median age of survey responses was 65, with the average age being 63.
• Due to the high amount of residential community clubs within the 71 clubs surveyed, the ages of 65
and 63 respectively, are higher than the industry average age of a club member, which is 58.
• Overall, in the industry, residential community clubs make up 18% whereas in this survey,
residential community clubs make up 32% of the clubs surveyed.
Overall NPS derived from
40,895 respondents in this survey set was 46
(59.7% Promoters – 13.7% Detractors = 46 NPS)
Just below CB’s median of 48 from all respondents
(In certain of CB’s surveys, the age and membership
tenure were not gathered. As such, for this analysis that
data was not included).
© 2022 Club Benchmarking, All Rights Reserved. 50Background
For this study, we used existing generational age
ranges to look for differences
Age Distribution
# of
Generation Birth Years
Respondents
Greatest Generation 1925 or earlier 35
Silent Generation 1926 - 1945 6,982
Baby Boomers 1946 - 1965 22,829
Gen X 1966 - 1980 7,901
Millennials 1981 - 1997 3,102
Gen Z 1998 or after 46
Total 40,895
** Gated Community Representation
© 2022 Club Benchmarking, All Rights Reserved. 51NPS by Tenure
Years of Tenure
% of
Responses
Average Rank
(0-10 Scale)
Detractors Passives Promoters NPS
Findings
0 to 5 30% 8.6 11.1% 27.1% 61.8% 50.7
6 to 10 19% 8.4 14.7% 27.0% 58.3% 43.6 Little to no variation outside of
11 to 20 25% 8.4 14.8% 26.1% 59.1% 44.3 the newest members.
21 to 30 15% 8.3 14.9% 26.8% 58.3% 43.4 “Honeymoon stage”
31 to 40 6% 8.4 14.5% 25.7% 59.8% 45.3
Over 40 5% 8.4 14.8% 24.6% 60.6% 45.8
Generation
% of Average Rank
Detractors Passives Promoters NPS
• Gen X – the generation joining
Responses (0-10 Scale) Club’s currently are only 53%
Greatest 0.1% 9.2 8.6% 0.0% 91.4% 82.8
likely to recommend their
friends to join the Club.
Silent 17.1% 8.6 11.8% 22.7% 65.4% 53.6
Boomers 55.8% 8.5 13.2% 25.4% 61.4% 48.2
• % of Detractors is consistent,
the variance in Passive and
Gen X 19.3% 8.2 15.7% 31.3% 53.0% 37.3
Promoters is the alarming
Millennials 7.6% 8.2 15.7% 32.2% 52.0% 36.3 discovery
Gen Z 0.1% 8.2 15.2% 32.6% 52.2% 37.0
© 2022 Club Benchmarking, All Rights Reserved. 52• Nearly every club struggles with the balance of “generational perspectives” when it
comes to the member experience and cost of belonging.
• Elder members tend to be more content with “status quo”, as opposed to younger
members who want more and are willing to pay more and have higher expectations.
• Our survey indicates a club with an NPS Score of -18, all the way up to a club who
scored an NPS of 88.
• Overall clubs still have work to do to match other hospitality organizations whose NPS
averages 53 (per Forbes).
• Gen X data showing only 53% of that generation (Ages 42-56) would recommend their
club to a family or friend, an alarming trend as this is the prime age range for those
choosing to join a private club.
• Every club must, by definition, cater to a broad array of generations and must
therefore understand intimately how satisfaction and loyalty vary across the
membership in relation to member’s age and tenure.
© 2022 Club Benchmarking, All Rights Reserved. 53Time To
Evolve
Tom Wallace CCM, CCE, ECM – Kopplin Kuebler & Wallace
54AS THE INDUSTRY EVOLVES,
SO MUST CLUB GOVERNANCE
55NOMINATNG
COMMITTEE
56LEADERSHIP
DEVELOPMENT
COMMITTEE
57• Engaged in club programming
NEXT-GEN • Effective communicators
BOARD MEMBER •
•
Prioritize stewardship
Fair and objective thinkers
ATTRIBUTES • Frequent & diverse use of club
facilities
58NEXT-GEN BOARD
PRIORITIES
59CULTIVATING A
DIVERSE BOARD
60ORIENTATION
CHECKLIST
They have excellent orientation
processes for every constituency.
61DEFINE ROLES &
RESPONSIBILITIES
62EMERGING
TRENDS…
63VOLUNTEER
LEADERSHIP
SHOULD BE A
LIGHT LIFT
64AS A BOARD OR
COMMITTEE
MEMBER…..
YOU DON’T OWN
EVERY PROBLEM!
65FREQUENT & CLEAR
COMMUNICATION
66SUCCESSION
PLANNING
67CONTINUOUS EDUCATION OF STAKEHOLDERS
CONTINUIOUS EDUCATION
EDUCATION IS THE KEY TO SUCCESS
OF
STAKEHOLDERS
68STEWARDSHIP
69BOARD &
COMMITTEE
BEST PRACTICES
"CHECKLIST"
70Q and A
71Thanks For Attending!
See you at our next Webinar
72You can also read
