The Key to Re-member

Welcome to the simulation on Drive Membership Sales.

As competition heats up for the golfer's dollar, private golf facilities find it more challenging to attract and retain new members. The modern golfer is conscious of time and value, and needs to see that their dollars bring them the best golf playing experience, a respite away from the stresses of work and home, and the sense of an oasis where they can relax and unwind.

The latter is something that private golf facilities are in a unique position to provide. But what is the best way to deliver this experience? What is the key?

In this simulation, you will drive membership sales for the Sandy Ridge facility by helping it to retain its existing members and to bring new members on board.

Start

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Summary

We hope you enjoyed playing the Drive Membership Sales Simulation.

To summarize what you can take away from the simulation:

It is as important to retain existing members as it is to attract new members.
Your existing members are the most important resource in terms of growing facility memberships.
Give existing members incentives to get their family, friends, and acquaintances playing at the facility, and give their guests incentives to join the facility.
Avoid shopping for members with drastic reductions in member dues and fees; instead, seek to maximize the value the facility offers to its members and ensure they know it and communicate it to potential members.
Definitely invest in customer relationship management (CRM) software to ensure maximum outreach.
Set up a membership committee, and appoint a membership director; the returns from this approach in terms of members attracted and retained makes the cost worth it.

Thank you for playing!

Negotiating The Transition

Sandy Ridge Country Club is an 18-hole, private, member-owned facility near the Midland metropolitan area in Michigan. It has a May-November playing season. It is placed in a well-established upscale residential development that has been built-out for many years. There are currently 428 members, and the course averages about 25,000 rounds annually.

The area has an average household income of $58,000. Other sports in the area include tennis, football, and soccer. There's also a broad array of leisure and recreation activities available. More importantly, as individuals or married couples who were club members have sold homes and moved away, there is no longer a waiting list to join the club. Many new homeowners are much younger, and often have families who do not play golf.

The club therefore reaches out into the greater community to increase memberships, with limited success. It also promotes family social memberships with some success, but these do not convert into full-equity golf memberships, resulting in less initiation and dues revenue than projected in the past two years.

To that end, as the facility's new Director of Golf, you have been tasked with helping the facility negotiate this transition smoothly by attracting more full memberships and retaining existing members to the maximum extent possible.

To begin with, you meet the team at the facility, who will provide their views on how Sandy Ridge can reach its historic heights of success.

Select an employee image to know more about the
employee.

Kate Miller

Facility Owner, Sandy Ridge

Continue

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Facility Profile

Facility Report Facility Profile Experience Survey

Cycle 1

Season

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Know your colleagues' views by selecting their pictures for each decision category.

Budget :

Remaining :

Cycle 1

Season

Outcome

Main stem

Choose programs with the greatest impact:

While upgrading infrastructure and facility maintenance are expensive, they are also essential for us to both attract new customers and retain existing ones.
Have you considered the impact of infrastructure on attracting new customers and player development?

Create a high-impact marketing campaign to sell your programs:

Giving customers the instruction they need is the best way of ensuring player development and customer retention.
Do the programs you selected target different categories of customers, for instance, new and lapsed players?

Incentivize member referrals:

Ensure that you are utilizing your members to attract more members.

Cycle 1

Season

Review the financial snapshot given below to know more about the academy's performance. These numbers have been derived from national averages using PerformanceTrak numbers.

The decision summary report lists the decisions you have made in the simulation in the season.

Review the financial snapshot given below to know more about the academy's performance. These numbers have been derived from national averages using PerformanceTrak numbers.

This report provides you the details of the investments you have made across infrastructure and marketing. You may cross-reference these investments with enrollment numbers and the academy's financial performance to derive insights into the effectiveness of your decisions.

Replay

Cycle 1

Season

Here's the financial performance of these programs in the prior season.

Review the financial snapshot given below to know more about the academy's performance. These numbers have been derived from national averages using PerformanceTrak numbers.

The decision summary report lists the decisions you have made in the simulation in the season.

Review the financial snapshot given below to know more about the academy's performance. These numbers have been derived from national averages using PerformanceTrak numbers.

Facility Report

Cycle 3

Season

	Select the X icon to close the simulation, the ? icon to access this help, the document icon to review the case study, or the introduction icon for the season's introduction.
	This area shows the current season being played.
	Select the Facility Report icon to review the financials of the facility.
	Select the Facility Profile icon to review the details of the facility if needed.
	Select the CRM Insights icon in Season 3 (if you invested in CRM in Season 2) to review the insights obtained from it.
	View the Budget pie chart to know the current budget consumed by currently selected decisions across marketing and infrastructure, and the remaining budget available.
	Select each decision link to know more details of the decision.
	Select each decision category tab to access the decisions available under it.
	Select the Submit button after you are satisfied with your decisions. Note that if your decisions do not meet the criteria specified you will be prompted to review your decisions. Remember that once you submit your decisions, you will not be able to change them for this season.