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FCCC-CCMA 2009 SURVEY HIGHLIGHTS

This summarizes the key findings and recommendations of the FCCC-CCMA Survey 2009 from the CCMA perspective.

PURPOSE
The purpose of the survey was

To obtain input from the membership about the FCCC general services, dining venues, social program and golf program, and

Use the findings to help FCCC management enhance both the FCCC experience and the value of membership

RESPONSE

Response was strong

546 responses. This is most likely about 40% of total members. From a Market Research perspective, 30+% is exceptional.

Men/67% - Women/33%

Most importantly we heard from the “heavy users”, the people who account for a disproportionately high level of revenue & profit

• 61% of MGA
• 46% of LGA
• 45% to 80% of Full Golf Residents. 66% of total responses were Full Golf Residents

In addition, we received 2,853 comments, which is 5.2 per respondent.

KEY FINDINGS

Overall

There are serious concerns in the relationship between the FCCC and its members. Customer relationships are a critical success factor for service businesses

Areas of Satisfaction Strength

• Theme Nights
• Golf Professionals
• Pro Shop
• Food & Beverage Cart Service
• Bag Drop/Cart Attendants
• Wait staff in Dining Room and Members Grille
• FCCC Communications

Areas of Very Important Concern

Perceived Value of FCCC membership

• Blue Heron
• Harry’s
• Water on the course
• Rangers

Areas That Need Improvement

• Course conditions on Marsh Hawk and Black Heath
• In the Dining Room and the Members’ Grille
• Diversity of Menu
• Frequency of Menu Change
• Timeliness of Food Arrival
• Consistency of Food Preparation
• Value Received
• Hours of Operation

CCMA RECOMMENDATIONS

• Restore fairways to Blue Heron as soon as possible.
• Review list of Needs Improvement items with appropriate CCMA committees. Attack “low hanging fruit” as soon as possible.
• In the repositioning of Harry’s, learn from the past
• Make a definitive decision on Water on the Course and Rangers - to either act or not act.
• Develop a common vision for the FCCC golf experience that is unique, remarkable and profitable so that we can work together to achieve it.
• Set specific objectives to increase the % of members who respond that they are “Extremely Likely” to recommend FCCC membership to a friend or neighbor and reduce the % that are “Not Likely”. The “Extremely Likely’s” are the members who fuel profitable and sustainable growth.

Develop an action plan to achieve them

Share the plan with the CCMA so that we can work together on its success

The CCMA Board and all the committees are committed to working with the FCCC management team to implement the recommendations in the survey and look forward to the resulting enhancement of the memberships’ experiences. All your opinions and comments have been heard and now is the time to move forward.

Thanks for your attention.

Lovee Curtis, CCMA President

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