Impact of Different Intervention Strategies on Members of Ncr Country Club

Impact of different intervention strategies on members of NCR country club.

Faculty of Economics and Financial sciences, University of Johannesburg, Johannesburg, 2006 South Africa.

Abstract

In this research report we assess the impact of different intervention strategies such as: exploring the feasibility of adding additional facilities on the members of NCR country club. In seventeen questions, we find out the level of importance to different intervention strategies to the respondents. The report examines whether intervention strategies will increase the level of satisfaction gained from the different intervention strategies and with that know whether or not to carry out certain intervention strategies. NCR country club started in 1954 as an employee benefit National Cash register Company but is now an open-membership club. This was because of the need to attract new members to support the renovated facility after AT&T divested itself of NCR and given the growing age of its members.

Introduction

Generally, Golf clubs are looking at ways to run their operations more effectively, with an increased number of facilities, while numbers of practice facilities have been maintained thus aiding recruitment and retention rates (www.durhamgolfpartnership.com). This is as a result of a trend of decreasing club membership because of various reasons such as the past recession and the way golf clubs are perceived as a discretionary luxury of life. NCR country club is facing this problem of a declining membership. This problem could cause NCR country club's down fall because the success of golf clubs depends on a strong club member, as well as social player, base. (www.golfqueensland.org.au). In addition to that when a chain acquires a club, its first priority is often to increase membership, since that Is the fastest and easiest way to boost revenue.(www.smartmoney.com/spend/family-money/10-Things-Your-Country-Club-Wont-Tell-You-). Hence the success of private clubs depends on membership plans that both encourage new members to join as well as retain the club's existing members. (www.addisonlaw.com).

It is very important for NCR to be conscious of both its existing customers needs and potential ones in order for it to be successful. This is also well discussed by Duke (2011) as follows:

Success in 2011 will hinge on golf clubs maintaining a higher level of customer service to its golfing membership. Any growth expectations will depend on making sure the golf course meets the golfers needs while making sure the clubhouse fits the times. Customer retention will be critical to a golf club's bottom line. If the golfers are satisfied with their experience at the golf facility, they will keep coming back and they will bring their friends. Golf clubs should want their members to play more often and spend more money each time