Fall 2009 issue of Horizons

Raise Your Expectations CERTIFIED PUBLIC ACCOUNTANTS AND BUSINESS CONSULTANTS

• Uncertainty concerning their own business or their employer. • Costs of clubmembership are no longer supported or subsidized by their employer. • Declining personal discretionary funds and retirement savings. • The increasing monthly and annual costs associated with becoming a member. • Limited leisure time and conflicting family/ recreational activities. • Increased commitments with employer and related travel. • An abundance of quality public golf course facilities competing for their dollars. Clubs must overcome these challenges in recruiting membersandhopefullywillbeaidedbyan improvement in the economy in the near term. Unfortunately, many of the economic issues noted above are out of the control of club management. Management, however, can make a difference in the quality of service and the attention given to members to enhance the members’ overall experience each time they visit the club, which can be the deciding factor to stay or go. Monitoring the per member utilization of the facilities and services may be one indicator of the membership satisfaction level, but it should never replace the face- to-face interaction with the members by management and the board to solicit feedback and direction. Clubs that are able to endure the financial squeeze and maximize the value members receive for their dues will be successful in attracting and retaining a strong membership.

Questions? Contact:

Jim Mather, CPA Partner-in-Charge Hospitality and Gaming Services Group 314.290.3470 jim.mather@rubinbrown.com

34 u fall 2009 issue