Page 25 - MGG - Venue Audit

GOLF CLUB NAME - VENUE AUDIT

RECOMMENDATIONS
The strong number of new members joining shows that there is an appetite to join the club; however, the
high number of non-renewals is a worrying trend. While it is not a short term fix this trend must be reversed
to create a solid platform for growth.

1. The introduction of a twelve-month sales cycle based around key offers must be introduced to allow the
club to sell itself on an ongoing basis. This should consist of full rate from December to April. A reduced
pro-rata offer from April and an eighteen-month offer from September. Having the ability to promote club
membership properly is a critical component to us achieving the membership targets.

2. Membership retention is as critical as membership recruitment, and a membership retention/engagement
plan is recommended to maintain a focus on the retention and integration of new members. Evidence from
governing bodies and experience confirms that if we can guide new members through the first twenty-four
months of membership, they are likely to stay with the club for the long-term. This plan will incorporate

a. Member Welcome Document
b. Follow Up New Member Survey after 90 days.
c. Scheduled phone contact from the golf operations team.
d. Improved standard of member communication.
e. Annual members survey.
f. Exit surveys for non-renewing members.
g. Membership appreciation events

3. Membership categories are currently sufficient for 2020; however, a full review should be undertaken
for 2021. This review will take into account the further findings from the local market research and the
member's survey. The introduction of a second seven-day membership category could be considered.
This would allow us to offer two price point packages, one with additional benefits and a golf only option.
We would also look to repackage, enhance and promote the family membership packages.

4. The membership committee will play a key role in adopting new retention practices and possible new
category introductions. As such, it is vitally important to build a strong relationship with them. My Golf
Group will arrange to meet with the President in the coming weeks before engaging with the committee
representatives. While the focus will be on building the relationship for the membership, it will also allow us
to ensure that the membership competition spend is brought into the pro-shop. Finally, a revised clear line
of communication for interacting with management should be put in place.

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