Club Management
The management of private membership clubs
Clayton Barrows, Michael Robinson
ISBN: 9781911635062 HBK; 9781911635079 PBK; 9781911635086 eBook
DOI: 10.23912/9781911396796-3845
| | | |
Club Management: The management of private membership clubs is a must have text for all students studying hospitality management and specifically the management of private clubs. Clubs are different enough from other types of hospitality establishments that they are deserving of special attention.
This is the first text to provide comprehensive coverage of three major types of clubs: country clubs, city clubs and yacht clubs, and others (e.g. racquet clubs, university clubs), and to explain the similarities and differences in their management and marketing. It tackles the for-profit and not-for-profit models and delves into the rich history of clubs, as well as the laws, traditions, and the peculiarities that surround them.
Key features:
Club Management: The management of private membership clubs is an essential text for all those seeking a better understanding of this fascinating segment of the hospitality industry and future careers in clubs.
Publication: November 2018
This is the first text to provide comprehensive coverage of three major types of clubs: country clubs, city clubs and yacht clubs, and others (e.g. racquet clubs, university clubs), and to explain the similarities and differences in their management and marketing. It tackles the for-profit and not-for-profit models and delves into the rich history of clubs, as well as the laws, traditions, and the peculiarities that surround them.
Key features:
- Uses international examples including UK, USA, India, Canada and others.
- Covers the numerous functional areas, including the history of private clubs, governance, different business models, and current trends.
- Includes real life evidence and examples, using excerpts from current research, interviews with managers, and observations from the authors’ first hand experiences during years in the industry.
- Includes a graphic chapter, illustrated by artist John Klossner. His drawings capture the evolution of a fictitious club over 100 years.
Club Management: The management of private membership clubs is an essential text for all those seeking a better understanding of this fascinating segment of the hospitality industry and future careers in clubs.
Publication: November 2018
Table of contents
Ch 1. Introduction• Overview of the Industry (size, scope, types, major companies, dispersion, growth, changes in).
• History (in the world and in the U.S.) Focus on early clubs including St. Andrews and London city clubs.
• Why clubs exist and why they are allowed to exist (including a discussion of the 1st amendment in the US.)
• Discrimination in clubs and what is changing.
• How clubs are different from other sectors (members only, range of activities, dues driven, etc.).
Ch 2. Types of Clubs
• Equity, Nonequity and other models. Include ClubBenchmarking model.
• Country Clubs
• City Clubs (including University Clubs)
• Yacht Clubs
• Women’s clubs
• Other types of clubs (racquet clubs, hunt clubs, faculty clubs, arts and letters clubs, etc.)
Ch 3. Governance
• How clubs are organized (equity and nonequity)
• Sample organization charts
• The General Manager and role (General Manager as a “Town Managerâ€)
• Equity Clubs: The Board of Directors
• Equity Clubs: Committees
• Equity Clubs: How the GM, BOD and Committees interact
• NonEquity Clubs: The “triangular†model
• NonEquity Clubs: The role of the Advisory Committee
• Corporate Clubs: How they operate and how they are different
• Case Study: ClubCorp
Ch 4. People
• The value of people in clubs
• Why clubs are different (pay, longevity, quality of work life, nature of the work, etc.).
• Human resources management in clubs
• Who does it?
• Recruiting and hiring
• Training
• HR policies
• Independent contractors
• Jobs and job descriptions
• Professional development
Ch 5. Food and Beverage
• Overview of food and beverage in clubs
• Importance of food and beverage
• Types of food and beverage operations
• Profitability
• Bar and beverage; alcohol service
• Banquets and catering
• Minimums, operating hours, and metrics
Ch 6. Athletics/Fitness
• Golf (focus on declining interest, role of the director of golf, PGA and USGA and other equivalents).
• Challenges with golf (and how the PGA, USGA are addressing decreasing demand).
• Racquet sports (tennis, squash, badminton, paddle tennis, racquet ball)
• Fitness
• Swimming
• Other activities (skiing, curling, horses, polo, bowling, etc.).
Ch 7. Marketing and Membership
• Importance of marketing and membership
• Trends in membership
• Best practices
• What works and what doesn’t
• Role of Social Media
Ch 8. Finance
• What gets measured?
• Metrics
• Technology used
• Sample financial statements
Ch 9. Management Development; Student to Manager
• Management associations
• Student chapters
• Regional chapters
• Internships
• Certification and beyond
Ch 10. Trends
• Golf
• Food and beverage
• Organization
• Families
• New services and activities
• Reciprocal agreements
• Events
• Technology
• Fitness
• Casualization
• Changing demographics
• Capital projects
• “Greening†of industry
Table of contents
Ch 1. Introduction• Overview of the Industry (size, scope, types, major companies, dispersion, growth, changes in).
• History (in the world and in the U.S.) Focus on early clubs including St. Andrews and London city clubs.
• Why clubs exist and why they are allowed to exist (including a discussion of the 1st amendment in the US.)
• Discrimination in clubs and what is changing.
• How clubs are different from other sectors (members only, range of activities, dues driven, etc.).
Ch 2. Types of Clubs
• Equity, Nonequity and other models. Include ClubBenchmarking model.
• Country Clubs
• City Clubs (including University Clubs)
• Yacht Clubs
• Women’s clubs
• Other types of clubs (racquet clubs, hunt clubs, faculty clubs, arts and letters clubs, etc.)
Ch 3. Governance
• How clubs are organized (equity and nonequity)
• Sample organization charts
• The General Manager and role (General Manager as a “Town Managerâ€)
• Equity Clubs: The Board of Directors
• Equity Clubs: Committees
• Equity Clubs: How the GM, BOD and Committees interact
• NonEquity Clubs: The “triangular†model
• NonEquity Clubs: The role of the Advisory Committee
• Corporate Clubs: How they operate and how they are different
• Case Study: ClubCorp
Ch 4. People
• The value of people in clubs
• Why clubs are different (pay, longevity, quality of work life, nature of the work, etc.).
• Human resources management in clubs
• Who does it?
• Recruiting and hiring
• Training
• HR policies
• Independent contractors
• Jobs and job descriptions
• Professional development
Ch 5. Food and Beverage
• Overview of food and beverage in clubs
• Importance of food and beverage
• Types of food and beverage operations
• Profitability
• Bar and beverage; alcohol service
• Banquets and catering
• Minimums, operating hours, and metrics
Ch 6. Athletics/Fitness
• Golf (focus on declining interest, role of the director of golf, PGA and USGA and other equivalents).
• Challenges with golf (and how the PGA, USGA are addressing decreasing demand).
• Racquet sports (tennis, squash, badminton, paddle tennis, racquet ball)
• Fitness
• Swimming
• Other activities (skiing, curling, horses, polo, bowling, etc.).
Ch 7. Marketing and Membership
• Importance of marketing and membership
• Trends in membership
• Best practices
• What works and what doesn’t
• Role of Social Media
Ch 8. Finance
• What gets measured?
• Metrics
• Technology used
• Sample financial statements
Ch 9. Management Development; Student to Manager
• Management associations
• Student chapters
• Regional chapters
• Internships
• Certification and beyond
Ch 10. Trends
• Golf
• Food and beverage
• Organization
• Families
• New services and activities
• Reciprocal agreements
• Events
• Technology
• Fitness
• Casualization
• Changing demographics
• Capital projects
• “Greening†of industry
About the authors
Clayton Barrows is currently Professor of Hospitality Management at the University of New Hampshire where he teaches classes in hospitality management with an emphasis on private club management.Michael Robinson PhD currently serves as President of Robinson Hospitality Consulting (formerly Robinson/Goslin), executive recruiters for private clubs. He has also taught club management at University of New Haven and Golden Gate University in San Francisco.
Table of contents
Ch 1. Introduction• Overview of the Industry (size, scope, types, major companies, dispersion, growth, changes in).
• History (in the world and in the U.S.) Focus on early clubs including St. Andrews and London city clubs.
• Why clubs exist and why they are allowed to exist (including a discussion of the 1st amendment in the US.)
• Discrimination in clubs and what is changing.
• How clubs are different from other sectors (members only, range of activities, dues driven, etc.).
Ch 2. Types of Clubs
• Equity, Nonequity and other models. Include ClubBenchmarking model.
• Country Clubs
• City Clubs (including University Clubs)
• Yacht Clubs
• Women’s clubs
• Other types of clubs (racquet clubs, hunt clubs, faculty clubs, arts and letters clubs, etc.)
Ch 3. Governance
• How clubs are organized (equity and nonequity)
• Sample organization charts
• The General Manager and role (General Manager as a “Town Managerâ€)
• Equity Clubs: The Board of Directors
• Equity Clubs: Committees
• Equity Clubs: How the GM, BOD and Committees interact
• NonEquity Clubs: The “triangular†model
• NonEquity Clubs: The role of the Advisory Committee
• Corporate Clubs: How they operate and how they are different
• Case Study: ClubCorp
Ch 4. People
• The value of people in clubs
• Why clubs are different (pay, longevity, quality of work life, nature of the work, etc.).
• Human resources management in clubs
• Who does it?
• Recruiting and hiring
• Training
• HR policies
• Independent contractors
• Jobs and job descriptions
• Professional development
Ch 5. Food and Beverage
• Overview of food and beverage in clubs
• Importance of food and beverage
• Types of food and beverage operations
• Profitability
• Bar and beverage; alcohol service
• Banquets and catering
• Minimums, operating hours, and metrics
Ch 6. Athletics/Fitness
• Golf (focus on declining interest, role of the director of golf, PGA and USGA and other equivalents).
• Challenges with golf (and how the PGA, USGA are addressing decreasing demand).
• Racquet sports (tennis, squash, badminton, paddle tennis, racquet ball)
• Fitness
• Swimming
• Other activities (skiing, curling, horses, polo, bowling, etc.).
Ch 7. Marketing and Membership
• Importance of marketing and membership
• Trends in membership
• Best practices
• What works and what doesn’t
• Role of Social Media
Ch 8. Finance
• What gets measured?
• Metrics
• Technology used
• Sample financial statements
Ch 9. Management Development; Student to Manager
• Management associations
• Student chapters
• Regional chapters
• Internships
• Certification and beyond
Ch 10. Trends
• Golf
• Food and beverage
• Organization
• Families
• New services and activities
• Reciprocal agreements
• Events
• Technology
• Fitness
• Casualization
• Changing demographics
• Capital projects
• “Greening†of industry
About the authors
Clayton Barrows is currently Professor of Hospitality Management at the University of New Hampshire where he teaches classes in hospitality management with an emphasis on private club management.Michael Robinson PhD currently serves as President of Robinson Hospitality Consulting (formerly Robinson/Goslin), executive recruiters for private clubs. He has also taught club management at University of New Haven and Golden Gate University in San Francisco.
Sample files
Copyright, contents.pdfChapter 1.pdf
Chapter 2.pdf
Chapter 3.pdf
Chapter 4.pdf
Chapter 5.pdf
Chapter 6.pdf
Chapter 7.pdf
Chapter 8.pdf
Chapter 9.pdf
Chapter 10.pdf
Bibliography.pdf