Feasibility of Adding New Facilities to the Ncr Counrty Club

Abstract

The aim of this report is to investigate the feasibility of adding innovative facilities at the NCR Country Club by analysing member's perception of club services and its amenities. Initially the NCRCC started operating as a benefit for employees of the National Cash Register. Over a period of time, membership started to decline and an urgent need to revitalise NCRCC membership arose. The country club has two renowned golf courses, a prolific championship course and one regarded as a challenge by avid golfers. Nonetheless, these two prominent golf courses no longer attracted the desired younger membership. A membership survey was conducted as part of a management drive to analyse strategies that could be implemented to curb the decline in membership and thus attract younger members. The results indicate that members believe that the club should incorporate facilities for children, if it is to remain competitive for new members.

Introduction

The NRC Country Club which is located in Kettering Ohio was faced with a challenge of its aging employees whom make up the greater portion of the club's membership, as well as underdeveloped facilities that failed to attract new membership as compared to its competitors, coupled with the dissatisfaction of services provided.

The management of the club wanted to use this upset as an opportunity to augment non-affiliate membership. In 1997, the club was acquired by the AT&T Corporation, who made a capital investment of $4.0 million. AT&T's investment was intended to rejuvenate the Country Club's image along with its facilities.

The Country Club encountered, drawback when the investment of the acquiring company fell through - AT&T divested itself of NRC. Subsequent to the ailing membership of the Club, the NCRCC management sought strategic direction through research by appointing the McMahon Group - A research organisation that specialises in research and strategic consulting to golf clubs and full-service golfing activities - to explore the feasibility of enhancing the country club through the addition of facilities to increase younger membership. The McMahon Group distributed mail surveys to members and their spouses to elicit their perceptions on these strategic directional possibilities.

The McMahon Group conducted six focus groups to evoke perceptions that would solicit the intended investigative research possibilities. This process consisted of 43 members, comprising of seven non-members and 12 employees. The responses reflected a frequent perception that indicated the dissatisfaction with overall service level that was expected both in the dining operation and the golf course.

Background

Two