FOR SOME IN THE CLUB INDUSTRY, the term “Millennial” has almost taken on the air of a four-letter word as the generation composed mostly of twenty-somethings remains a bit of a mystery. With headphones permanently implanted and eyes that are seemingly unable to break the invisible chains of their mobile devices, this generation gave birth to the selfie and the selfie stick, SnapChat, TTYL and an entire industry of companies whose sole purpose is to encourage us to share our thoughts with the world.
They are the so-called ME generation and they seem impossible to understand. Then again, so has every generation in the eyes of those who have come before them. However, this group shares many similarities with other generations. At heart, Millennials have a strong core set of values, a belief in family, work-life balance and a dedication to unique life experiences. Just look at some of the lifestyle traits that have become synonymous with Millennials—travel, foodies, health and wellness—all items that private clubs can offer.
Take the quest for work-life balance. The concept is nothing new, but the advent of mobile technology has resulted in young people making work-life balance a priority. Taking work away from the office and into different settings is becoming the new normal, and some clubs are beginning to seize the opportunity in much the same way Starbucks did in the early 2000s.
Robert Sereci, general manager/COO of Medinah Country Club, joined me in a panel discussion at the 2016 National Club Conference in Chicago that focused on the topic of Millennials and the changes clubs are making to accommodate young member expectations. Some of Sereci’s latest plans for the club focus on offering members unique experiences they can’t obtain elsewhere.
In a recent call, Sereci shared some of the projects Medinah Country Club is undertaking. Converting an underutilized men’s card room into a Starbucks-style experience for members, with Wi-Fi, charging stations, and an area to make phone calls is one plan under consideration. “We realize that if they [members] are going to take their work away from their office and sit in a restaurant or on a café patio, why wouldn’t we offer them a place to do the same at the club?” Sereci added, “Plus, the workweek isn’t limited any longer to Monday through Friday. If a member can get 45 minutes of important work done on a Saturday while at the club with their family, that’s a significant boost to their value of membership.”
As membership demographics continue to change, clubs are seeing a shift in member priorities, and as Sereci puts it, “Clubs are no longer relevant to this generation, so as a result, we are investing our money on becoming relevant again.”
Medinah is implementing several initiatives aimed at this group, including more attention to health and wellness, cross country skiing in the winter months, and even a family course addition with seven sets of tees to appeal to Medinah Country Club’s youngest to oldest members. The club has even converted its ballroom into a roller rink for multiple youth events.
“It’s no longer an option, even for Medinah Country Club, to be a six-month a year club,” said Sereci. “We have to offer a stream of benefits and experiences for the whole family, year-round. Ultimately, we’re here to take care of our members at all levels, and that’s a big responsibility that clubs need to recognize. We’re no longer simply supplying a sporting venue, we’re much more involved in taking care of our members—things like health and wellness programs, security, allergies and even heart-healthy menus—the experiences they receive at the club should impact their whole lives, not just their time at the club.”
What’s taking shape at many clubs across the country goes further than creating a family friendly environment—it’s integrating with, and enhancing, all aspects of members’ lives.
While the finger often points at the Millennial generation as the driving force behind change, the fact is that society as a whole is changing. With it, clubs on the cutting edge are branching out in new and innovative ways, and seemingly, have the opportunity to become a larger part of everyday life for their members than ever before. CD
Trevor Coughlan is director of marketing at Jonas Club Software. He can be reached at 800-352-6647 ext. 2278 or trevor.coughlan@ jonasclub.com.