2010 Annual Member Satisfaction Survey
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Executive Summary for Membership By Jim Goodman, General Manager
Overview and Introduction Great time and energy has been put into administering, tabulating, and reporting the results and action steps resulting from the 2010 Annual Glacier Club Member Satisfaction Survey. I sincerely hope you find this information valuable. I also hope you will see that we clearly heard you and we are developing specific steps and programs to improve in the various areas that show opportunity for improvement. The member feedback process is vital to the Club and the management team and helps us to ensure that we are on the right track towards exceeding the expectations of our membership base. The membership satisfaction survey for 2010 provides the management team with great insight into the member’s perception of the 2010 Club Operations. The survey was sent to 189 members covering all membership classifications. In 2010 we received 63 responses as compared to 63 in 2009. This is a 32.3% response rate. In order to provide a meaningful measurement and comparison we used a Net Promoter Score methodology. This NPS system involves taking the scores that rank us in the top two categories (Excellent and Exceeds Expectations) and subtracts the responses that rank us in the bottom two categories (Unacceptable and Poor). The remaining score gives us the Net Promoters of our business. This system is based on the idea that people who rate us in the best two categories are most likely to tell their friends and associates about the Club and their experiences and refer them to the Club for membership. Member referral is the number 1 source of new members for a private club so this takes on added significance. Our target in all areas is to have a NPS of at least 80%. In looking
at the big picture for 2010 we have received declining NPS rankings in many
areas indicating opportunity for improvement.
There have been some marked improvements in the areas related to
communications. This is good to see
since this is almost always an area of concern for private clubs. In general, it appears there has been some
movement in the responses whereby more people who in the past had rated us
either at the very bottom or the very top have migrated towards the
middle. When looking at a Net Promoter
Score system this will cause the NPS to go down. What did we learn? This section looks to clarify specific opportunities for improvement as a result of the Member Survey feedback. You have spoken and we have listened. Here are some of the things we heard and some specific items we will implement to address your concerns or needs. I would like to note that most respondents did state that they feel the Club is better than it was a year ago at this time and I am proud to report that 100% of the respondents stated that they are proud to be a member of Glacier Club versus 97% a year ago. Clubhouse Appearance and Cleanliness In general
this is our highest scoring area. Scores
did drop in this section versus 2009. Programs
in 2011 will focus on maintaining these areas to higher standards with greater
attention to detail and clean-up work.
We are also looking at our specific plant material selections around the
Clubhouse. Management & Administration Scores in this area declined and all scores are below our target. This is a clear indication that we need to improve these areas significantly. Some specific areas of focus include; Leadership Directing the Club, Responsiveness of Management Staff, Billing Statement Accuracy, Availability of Management Staff and Administration of Member Accounts. Communication with Membership from Management improved by 6 points but the score of 55% is well below our target score. The
Executive Team will be focused on these areas in 2011 and we are developing
specific action items and tactics to address these areas. As these plans are completed and we begin
implementation, we will continue to communicate on what is being done to
improve these areas. Communications We made the most improvements in this area for 2011 but again, the scores are lower than we are targeting. Scores improved year over year in Communication of Activities and Events, Timeliness of Communications and Availability of Calendar of Events. The Quality of Property Website score fell by 4 points versus prior year. A commitment
to new initiatives such as the Monthly Letter from the GM, enhanced weekly
e-mail communications, regular and frequent updates of the websites and
bulletin boards and other information sharing and communication related events
will be implemented to improve these scores. Overall Service This is a very important category for the Club. We made some significant gains in some areas but lost ground in others. One of the most important areas of focus is to improve on the recognition of Members and Guests when visiting the Club. We improved noticeably in Overall Responsiveness to the Needs of Members in 2010 and we are seeking to build on this trend with increased services training and expanded operations in 2011. Continual focus on our services training, establishment of best practices and enhanced communication between departments and with members will be implemented to address these responses. As a part of this initiative, all 2011 Glacier Club team members will be required to attend a companywide services training session along with departmental training. It does not matter if they are a returning 10-year employee or brand new. Everyone needs to complete this training and understand our key service standards. Some specific initiatives that we will be focused on include; Wear nametags to assist members with name recognition Do a better job of recognizing and acknowledging members Reduce Turnover of key management staff Maintain Exclusivity of the Club Focus on Food and Beverage operations Develop better “real-time” feedback program
F&B DEPARTMENT In a recent
survey of private club members it was noted that Food and Beverage/Social
Activities has replaced Golf as the number one most important aspect of club
membership. This is perhaps the biggest
hot button for Glacier Club. There were
more comments related to F&B than anything else. With the cut backs in recent years the
members are very focused on this area.
Focus items are identified below.
The Food and Beverage experiences at Glacier Club need to be
“special”. Our goal is to make the
Glacier Club dining experience the best in Durango. The entire Food and Beverage Operation has been retooled for 2011. From a new culinary team, new Director of F&B and completely revamped operational schedules we fully expect to all areas of F&B improve this year. Specifically, breakfast operations will commence 7 days per week on April 30, 2011. We will have specially designed menu offerings to facilitate both quick and easy breakfast selections as well as full sit-down offerings. The new Courtside Grill is scheduled to open this golf season and we intend to make creative use of the beverage cart to increase availability and convenience. Operating Hours need to expand We need to
start the transition to a year round mindset.
Many members expressed that they are able to use the Club during certain
times each year and not always during the peak season. As such, they still expect the services and
amenities to be in place. This requires
us to focus on how we offer the maximum services and experiences but do so in
the most efficient and cost effective manner.
Our goal for 2011 and beyond is that if we are open, then that means all
services and amenities are available for your enjoyment. Knowledge of staff and service excellence We will focus our efforts on training and service standards. This will be a major component of our F&B operations for 2011. All staff members, new or returning, will be put through a week of services and operations training before they are given clearance to work the floor. Food Delivery Times Our food delivery can sometimes be slower due to preparing gourmet foods and specialty items. This can be magnified when there are kids. We are developing some training and practices to deal with this such as managing the flow of the meal when kids are involved, frequent checks for drink refills and other specific practices designed to make the meal delivery go smoothly. Food quality With our new
Chef and new Director of F&B we are very focused on providing superior food
quality and taste. We have upgraded our
menus and product quality in many areas that I am confident will have a
positive effect on our food quality. Pricing to Value Relationship We are developing various offerings and opportunities for our members and their guests to find what they are looking for. Our philosophy will be that diners can fill up for as little or as much as they care to spend and we will ensure we have a variety of offerings to accomplish this objective. Whatever you decide it will be great and provide value for the money paid. Wine program and knowledgeable staff Part of our
training is to focus on developing the knowledge of our entire staff with
regards to wine and beverage pairings with food. We are going to continue to expand our wine
program in order to provide the members with a superior experience. Create signature dish or item We are working to create a signature item/dish for which we become known. People will say they are dining at the Glacier Club and the response should be, “You have to try the _______” Spa/Food Diet – We will work
to incorporate our food and beverage offerings into a more robust offering centered
on fitness, well-being and a healthy lifestyle.
People can always get the bacon wrapped filet but they will also be
afforded the opportunity to select carefully conceived and prepared dishes
centered on their overall fitness goals and lifestyles. Expand Breakfast offerings This should be self explanatory. We need to enhance our breakfast experience for our members. Promote it to members and hospitality guests. Not just in Clubhouse, but also within halfway house, etc. Post/Publish operations schedule Let members
know when we are open. Set expectations
so that they always know when we are open and they can plan their schedules
accordingly. Use website, e-mail,
bulletin board, etc. Variety of menu offerings – Make sure we offer vegetarian, low-fat, fitness, etc . Beverage cart and ½ house Focus on availability, hours of operations and
selection of items. Quality is also a
concern – soggy wraps for example.
Scores went down year over year in all sections of this question. Furthermore, scores were below our targets in
all areas. In 2011 the addition of the Courtside Grill, increased operational hours and improved selections will help to address these areas. CLUB COMMUNICATIONS – In general this area has improved or is improving but there is always work to be done in this regard. Some specific focus items include; Calendar of Events Get calendar
of events out in advance so that members may plan their time at the Club. Ideally, we will deliver this information in
the late fall for the following year. We
received slightly improved marks in this area for 2010 and we will look to
build upon this in 2011. Enhance Communications – We want to enhance our communications with the membership. For e-mails we are looking to start using graphics, interesting copy and lots of photos. We want to expand our communications to include better use of the bulletin boards and also provide new bulletin boards to get the word out. We are going to continue to use the website to get information out in a timely fashion and we are going to strive to make regular updates to the website content and messaging.
GOLF DEPARTMENT The Golf Department represents the other major area of improvement opportunities. As to be expected, Golf and Food and Beverage are the two biggest drivers of our business at Glacier Club. Consistency of Operations In order to exceed expectations we need to be consistent in our golf operations and effectively communicate and set expectations in advance. This means several things must happen with predictable regularity and consistency. Consistent communications of golf events – no last minute changes to event start times, course rotations, formats, etc. This will require us to exercise tighter management practices of the tee sheet and communicate more effectively with members and our outside starters and golf services staff. One way to help accomplish this goal is a pre-shift meeting and shift change meeting between inside and outside staff to ensure proper coordination. Protect the Glacier nine for member play at all times. Outside staffing levels – the lack of Bag Drop attendants, Staging Area attendants and on-course Player Assistants were greatly noticed in 2010 and the scores showed a precipitous drop as a result. This is a great opportunity to make a big impression to members and guests alike. We need to evaluate our operational plans to ensure coverage in these three key service areas. Continue Service and Amenity Touches – We need to provide the same service and amenity levels in June or October that we provide in July and August. Some examples include apples, towels, water availability, halfway house and beverage cart service, etc Golf Shop The highest score in this question was Ease in Making Tee Times but there was a decline year over year in this score. Communication related categories improved slightly and we declined in Availability, Friendliness, Responsiveness, Staff Courtesy, Timeliness Answering Phone and Acknowledgement of Staff when entering golf shop. This is another area where some specific staff training and establishment of new standard operating procedures should help us improve in these areas. Some examples include; Protecting the Glacier Nine for member play only Clear communication about course rotations, event times, etc. No last minute changes! Keep all amenities in place – apples, towels, water/ice, etc. Golf Shop Merchandise We have reviewed our merchandise sales patterns for 2010 and have revised our purchasing plans for 2011. We will also promote the use of special order programs with our partner vendors to provide greater selection and more availability. Increased staff training as well as specific assistance with merchandising questions will also be used to improve our performance in these areas. If there is something you are looking for and you are not seeing it in the shop, please ask one of our golf staff. We can special order anything you like and usually have it within a few days. Golf Course/Practice Facility We are in the process of upgrading the outside amenities, bag stands, range caddies, etc. which should help us to improve in these areas. As in many other areas, a renewed training and management effort will be implemented to help all staff understand member expectations and give them the tools to meet and exceed these expectations. Player Assistant Staff Predictably there were the biggest drops year over year and some of the lowest scores in the survey in this category. As part of our financial cut backs in past years, this area was hit especially hard and predictably the scores showed the results. We are committed to improving this area with better coverage, more man power and increased labor presence in these areas. Golf Course Conditions This is a category where there are slightly higher scores yet they are still below our target. The biggest concerns in this area are Consistency of Bunkers, Overall Conditions of Golf Course, Quality of Turf Conditions and Speed consistency of Greens 60. The bunker issues have been duly noted and we have revised some of our maintenance and repair practices to address this. Eventually they will require more extensive maintenance or complete rebuilding which is very costly and time consuming. The Agronomy Team is committed to showing all members and golfers every courtesy while on the course and this will become a point of emphasis in their trainings and regular practices. The Speed of the greens was actually pretty consistent throughout the 2010 season as measured by frequent Stimp meter readings. We have 35+ year old soil based push up greens on the two original nines and we have sand based U.S.G.A. specification greens on the Glacier nine. While we do everything to maintain the same green speeds, the grain and characteristics of the roll can be a bit different. We are committed to maintaining the highest quality and most consistent putting surfaces possible yet we will also look to properly set expectations through the use of information and education. As part of an education and awareness effort we will post daily Stimp readings at the starting areas.
MISC CLUB/COMMUNITY ITEMS As you may imagine, there were a number of other miscellaneous suggestions or areas for improvement. A few items that were suggested and are being discussed include: Dog Park – off leash area Exercise Room availability – operating hours, programming, use of Tamarron fitness facilities Non-golf programming – bridge, cards, poker, movies, book club, etc Internet speed increase Kid’s activities and programming Continue to develop tennis programming – avoid conflicts vs. golf events ONGOING AND NEXT YEAR For next year and on an ongoing basis we are going to be promoting the real-time feedback system as well as the annual survey. Our goal is to increase our response rate to over 50% in order to ensure that we are getting a valid response and sample size. This will help us to feel confident we are getting an accurate representation of the membership opinions. As I have mentioned in other member communications, we are committed to soliciting real-time feedback and will be rolling this out this spring to enhance our ability to serve the needs of the membership. In next year’s annual survey we will look to add additional questions. One such addition would be the question, “Would you recommend Glacier Club to your friends and associates?” This has been found to be the single greatest predictor of member and owner referrals. CONCLUSION The Annual Member Satisfaction Survey is a very important tool we use in the world of private club management. It allows us to get specific feedback from the membership on all areas relating to the Club operations. The annual survey gives the membership an opportunity to specifically rank the Club in the various areas and identify areas for improvement and also recognize areas where the Club is meeting or exceeding member expectations.
While the results for 2010 clearly show many areas for improvement it is still vital for the management team to receive this valuable feedback and address these issues strategically and consistently. One of the most important components in this process is for management to then communicate back to the membership to let them know that their concerns have been heard and are being addressed in some fashion. I believe this step has been consistently missing in the past and you have my commitment that this will not be the case any longer. The Glacier Club management team has extensively reviewed the survey results and we have discussed specific strategies and tactics that will be implemented in 2011 and beyond to address these opportunities for improvement. I assure you that as the General Manager I am committed to this process of continual improvement and I am committed to your satisfaction with regards to the operation and received value from your private Club. As I say in all my letters and e-mails, “Feedback is Fuel” and I highly value your thoughts, opinions and suggestions for improvement. This does not mean we have the financial resources, man power or ability to implement every suggestion but I truly believe it is a valuable process that in the end gets us to better overall results at Glacier Club. Please keep your feedback and suggestions coming and do not wait for the Annual Survey to give me your feedback. I am available 365 days per year by phone or e-mail and I will respond to your calls and e-mails as quickly as I can. All of us at Glacier Club look forward to improving these scores, making Glacier Club a better club and a prosperous year in 2011. Sincerely,
Jim Goodman General Manager (970) 382-6710 Office (970) 903-4980 Cell Jgoodman@theglacierclub.com |
