WEBVTT
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because I think 2024 is going to be a great year, or a flat year.
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It may not go backwards, but I think that it's going to.
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Um, it could go one of two ways.
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Hey everyone welcome to private club radio, your industry source for news updates, trends, conversations, all things.
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We got you covered here.
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I'm your host, denny Corby.
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Thank you all so much for being here.
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This episode I had to talk with Ed Shanofi from beyond the bay, from beyond the baselines consulting and management group, uh and beyond the baselines podcast great industry resource, a great podcast for the club world, and this episode is fun.
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We have a good chat.
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Uh we talk about you know, how outsourcing can be an effective strategy for uh managing and operating tennis clubs.
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Um, and allowing for, you know, specialized expertise and uh increased focus on the member services.
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He's lived both here and over in Europe.
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So we talk about the similarities and the differences, uh, in club management and club management between the UK and the US.
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We chat about, you know, the processes and how to build a strong team, um, in the challenges of building and finding that team and those people and making sure that we get the right people in the right roles, um, as we progress and move forward in our, in our clubs.
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And if you want to know who he would have a friendly match with if he had the chance, I asked him if he can have one tennis match.
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That's a stank tennis.
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If you have one tennis match with anybody, who would it be?
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Listen to the end, you will find out.
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So welcome to private club radio.
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Glad you're all here.
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So let's welcome Ed Shanofi.
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Right.
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Well, feel free to talk.
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I mean you know.
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I'm here for ever, right, yeah, but this is, but this isn't about me, it's about you, so you're not.
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You're not interviewing me, through me right now it's me and interviewing you.
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No, no, it's not this is unusual for me to be interviewed.
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So I'm, you know, I'm usually the interviewee, so or the interviewer, and now I'm the interviewer, so I can't even get the words right.
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It's like, it's like, it's like, it's like, it's like it's like.
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It's like.
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It's like we're each trying to do to each other what we're.
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It's like you're trying to interview me with an icy, what you're doing, that I'm trying to flip it.
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It's going to be the see either be the best or worst Episode ever, ever.
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So number 344, whatever you're at, this is the last one.
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Here we go.
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It just goes silent after it's just done.
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The next episode is like this this is this is Gabe.
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Uh, not sure how I got the show back, but it's.
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I hope you have a good editor.
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All right.
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So we have Mr Ed Shanifi.
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I said that right, right, Correct.
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Shanifi.
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Okay Well done, it's one of those.
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I knew how it, how it's supposed to sound, but always the last minute my like brain goes.
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I think we're going to switch it back.
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So but you have, beyond the baseline's podcast, a man of many talents.
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Um, worked in marketing over in Europe.
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Uh, went to Duke London school of business.
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Uh, school of economics, economics.
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Uh, don't want to mess up the credits, okay.
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Uh, club professional funny man.
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Uh, works anywhere from the floor to main seats.
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Um, if there we we tried to record a few few days ago and it just didn't work.
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And he's on the floor of a hotel.
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It was just a funny, funny moment.
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It gives you how to be there.
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I'm going to keep that.
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I'm not going to edit it out, but I I'm happy to have you on.
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I'm very happy.
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Thank you, danny, thank you so much.
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Really pleasure, it's a pleasure to be here and I'm I'm glad I'm, I'm better prepared today and I'm at the at home, in the comfort of my home and, uh, not on the road trying to do retail for four clubs in the summer.
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So thanks for having me back and and I apologize for the first, first strike.
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All good, all good, all good.
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If that's the worst thing that happens, it's the best thing that happens.
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I don't know that.
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I don't know my mom always told me don't you know, don't be late for a date.
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Don't you know, don't miss anything on your calendar.
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And I was intent not to miss it, so I, I did the college Appreciate you, I appreciate you.
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So rapid fire in less than three minutes.
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Who's Ed Shanofi?
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grew up in New York state on a dirt road, lots of horses and uh and and and.
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My roots to the club started then.
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I was, my parents joined a club when I was seven.
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They joined walkabout country club.
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As my first job I was rolling courts walkabuck Good good Indian walkabuck, yeah, yeah, walkabuck.
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And rolled courts there when I was 14, started teaching little Little kids when I was 15 and then taught right through college tennis, talk tennis and learn from some of the best Gary Squires up there and New Canaan and Greenwich, connecticut, greenwich Field Club of Greenwich Country Club and Round Hill with Hugh Underhill.
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And then I went to college.
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Well, I was in college, taught all through the summers in college and then I went to grad school in London, never came home for 20 years, lived over there kind of kind of got into advertising and marketing on a global scale, ran a $20 million company.
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We had offices in Sydney, ireland, london, and and one night it was really rough on the English Channel, sailing with my wife and I said, hey, honey, we don't have to be sailing in these wild winds of the English Channel.
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And she goes oh, we can move, you know, to Cornwall.
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I said, how about further west about Florida, and so, 2007, we started the process of a green card and moved here in December of 2007 and she turned to me.
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She said what are you gonna do?
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I said, well, I'm selling the company.
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I'm not there in London anymore, so let's sell it.
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And Luckily, the local club here said hey, ed, we're here in town.
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You want to teach tennis again?
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I said career number two, here we go.
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So I started teaching tennis, just taught a camp for a couple weeks and then, believe it or not, they hired me full-time.
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Little did they know.
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And and now a member of that club, which is really a great story at Quail Valley I worked for Kevin Given there he's one of the best in the business as a general manager.
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Sam Garcia, director tennis great guy, was there for almost five years and then I got Basically just tapped on the shoulder and said, ed, edgerton yaw club that you want to come work for us.
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I said I didn't apply for a job and they said well, you got it.
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I said what job?
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And so I went up to Edgerton seasonally and then ended up at Jupiter Island Club Down in Hope Sound in the winters and and now I'm still in the tennis in the summers, director tennis.
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It's a pecan tennis club in Marion, massachusetts on the south coast, but in the winters in the winners.
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Now I run this beyond the baseline consultancy and we manage four clubs.
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Yeah, and you were tell me about that, tell me, tell me more about that.
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That is, that is fast, because I haven't heard about this.
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This is, this is a.
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This is a trend in the industry and I'm glad you're letting me talk about it is a lot of clubs not a lot, but some are Are are.
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What they're doing is they're outsourcing their tennis or their kick, food and beverage to catering firms.
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And so the first club that did it really was the club on that in Massachusetts.
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They basically just said Ed, we do not want to be involved in anything tennis.
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You run it, you employ, you covered all the liability, you get the workers comp, you do everything.
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You buy the balls, you buy the carts, you do the demos, you own the shop every hundred percent.
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Just take it all.
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I mean they don't.
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They've basically talked to me once a month at a board meeting.
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That's it and and, and I love that because I love running businesses.
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That's what I did in London.
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And so then one of those members said hey, ed, you know you could really help out at this club in Princeton I'm a member.
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And I said, oh god, what am I gonna do down there, like you could run it?
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So I went down, I consulted with that club.
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It's called pretty brick tennis club, it's in Princeton beautiful club.
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Five outdoor courts, one indoor, two squash, two paddle, and they outsource everything.
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They outsource their food and beverage to a catering firm.
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They out there, it's a smaller tennis, old original tennis club.
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And they and so, as I'm consulting with them, their GM Resigns and they said Ed, you want to be the GM?
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I was like uh-huh, so I became a GM.
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I I went back and forth from Florida, new Jersey, for like four months, ran the search for their new GM.
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Unfortunately, that GM didn't work out.
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The second one did, but they kept me on as the rackets director.
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And so my company, all the rackets instructors are the second one it's director.
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And so my company, all the rackets instructors are our employees.
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We carry all the insurances, all the liability, we do all the programming, do all the reconciling and they just enjoy the club.
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And so the board there is a smart, you know.
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They don't really have to get into the day-to-day, which is kind of nice.
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I'm having a meeting with them later this month and just update them.
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We, our head pros got a back problem, so we've had a, you know, make make changes and that's where, like, outsourcing, is great.
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Hey, ed, we need another pro, our pros hurt.
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So you know, we have.
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Fortunately we had a full-time pro there for the first time, this winner as an assistant, so we had two on duty and we've gone to surrounding clubs and brought in a paddle pro from a surrounding club and just Made that work for the winner and knock wood, our head pro will be back for April.
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But then again, now I've just got another couple clubs on Come and come and saying they want the same thing, a couple of HOA's.
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So what we do is we manage these clubs Remotely.
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We put in a lead, we call it a lead pro or a head pro or a director, but they all are employees of our company beyond the baselines.
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Love that Outsourcing.
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I think a lot of people Sometimes see it as a negative thing, but outsourcing, when done properly, is phenomenal and it can really and it sounds like you have a.
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You have a great board.
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Who?
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Who Doesn't want to be too involved, so they just want to make sure things are running.
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It's one of the same thing with that.
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We all just want everything's running normal.
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People are happy, healthy, taken care of, no one's messing up and if they do, it's taken care of.
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Taking care of.
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That's my job.
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But you know I mean the boards do want to be involved.
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They want to, but they don't have to be involved in my new shy.
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You know they don't have to go get the workers comp, they don't have to get, you know, good prices for cases of tennis balls, they don't have to.
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The biggest one is the hiring.
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You know, and that's specialty is the networking, for hiring is Really where it's at.
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You know, like trying to find these positions and saying, hey, I've got a spot for you for for nine months but then I'm gonna shift you over to Colorado for three kind of thing.
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So it does work when you know when somebody goes down.
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Unfortunately, people get hurt in this business or get sick or move or have families.
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Changes happen and that's our responsibility.
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Now flipping it a little bit.
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You've had Tremendous you, you've worked everywhere.
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No well, you know overseas UK in here, both with like a ton of experience, what has been?
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I would say probably maybe we'll start with key differences of, of management and member expectations.
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Maybe, for you know, uk vs US like, or maybe just talk about that like difference.
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And I think because I'm just a little hype now too, because I had on John McCormick from a club benchmark, club benchmarking Over in Europe, so I was just talking with him, so like I'm like fired up with like some some UK spirit now.
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So Take it away.
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You know, uk is a little different.
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I don't think they're quite as it sounds crazy.
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I don't think there's quite as formal as we are at the club level really.
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Yeah, I mean, some are.
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I mean, as I mentioned earlier, when I was lying on the floor in the hotel, my wife and I got married at the Royal automobile club.
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We were, we were members here and that's what separates, I think, me from a lot of people is like I'm a member of like 12 clubs and that club is formal.
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Right, it is very formal.
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But the tennis clubs over there, some of them, a lot of them you know John Lloyds are corporate and you know they're not as Member-centric maybe I should say as they could be.
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You know, americans, I have to say, we, we are really good and we pride ourselves on customer or, in this case, member service.
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And I think the British are catching us, the English, british, welsh, irish I got to be careful Scottish, my wife's English, so, but they're catching us, but I don't think they have.
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You know, like, for example, you take St Andrews, right, the epitome of golf, right, the home of golf, and it's a it's, it's quasi public.
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I mean you can go there and play, right, you can't play at the country club here in Boston.
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No, you can't do that, you need to know somebody.
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So it's different there.
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I mean there are clubs over there that are really member centric, you know, but in a lot of them are in London.
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You know, the eating clubs, home, house, soho, house, those are, you know you get stopped at the door.
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You can't just walk in and have dinner, can't?
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You know, can't use a tennis court or whatever, but a lot of them are corporate or quasi public and and a lot of that has to go back to.
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You know, we're gonna go all the way back to how England and and Britain was founded, you know, with, with duchies and and leaseholds and freeholds, and so a lot of those leases of those clubs are leased from the Royal Family or Duke or Duchess, and and those leases, like the one at Blackheath, required you to have certain numbers of members certainly be open to public at times.
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Things like that are in those original leaseholds which go on for thousands of years.
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So I there is some overarching Differences between the two countries.
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What similarities when it comes to.
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Similarities.
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Let's see, you know it, to be around a social, to be social, to be around a social network.
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I think that's what I mean.
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That's what clubs were founded about, right, founded for, you know, the Queens Club there in in London, with the grass which is the week up to Wimbledon, it's a social tournament.
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I mean the players are walking through the bar to get to the green room, to get to, to get to their locker room, and the members, you know they'll watch a lot of times but then they're in the back bar, you know, having fun having their pins.
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So it's, it's a social gathering and that's what the club in both countries is about.
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It's it's about being social and networking and meeting people.
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And and in here in America, I think maybe more so than in England, it's now becoming more familial.
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It's becoming a family event.
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You know, used to be men would go play golf from at 7 am and come home at 3 am, at 3 pm, and that's not happening anymore.
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3 am, yeah well, some.
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But but I think here in the States is becoming very family oriented.
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Clubs You're reaching out especially since COVID and I think they're gonna have to keep doing that going into 2024s Is reaching out to the families and get the entire family there.
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Yacht clubs are getting you know, family sailing.
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Tennis clubs are getting you know family cardio tennis.
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Golf clubs are doing a lot of family events.
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You know fireworks on the fourth.
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Every club is trying to do things like that.
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So you know bounce houses on the fourth, rather just for the, the, the, the families of, just for the couples, but the families involved too.
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Right, I think that's different.
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Britain's not as Family oriented as we are yet yet yeah, yeah, with your background and experience from the tennis and then also from you know direct marketing, e-commerce.
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When it comes to Clubs and club management and the members, what strategies would you say, from from your point of view, are most effective in growing the club memberships and retaining members at clubs?
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Because you, you have a very unique point of view and have Different access points, so I want to hear your, your thoughts on that.
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Well, first thing is any department head or any manager, gm or membership chair has to write.
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You have to write, you got.
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I mean, you know everyone's talking about AI but you got to give AI Good you got feed, a good info before you get some info back.
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So I think writing is really important and that can take any sense of any, any direction.
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So, to keep you get to three prong question there, danny, it's a tough one because you asked about getting new members, retaining members, and you know that's two different things right there.
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But in general, what I would say is that To get new members, you got to look at it as a branding exercise.
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You've got a brand, the club.
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I mean you said earlier TCC.
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Well, anybody in our business may know that, but somebody on the street of Back Bay where you went to school may not know what TCC means.
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So you've got to get the logo going.
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You've got to get out in the news.
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You've got to get the PR releases to get new, new folks in, right.
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So that's a branding exercise and that's writing, pr writing right for member retention and getting them to use the club, which is what it's about.
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If someone's not using their club, they're not going to renew, right, that's basically it.
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So to get them and their family is using them again.
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It's writing, it's kind of, it's communicating, and so, for example, that could be a three-pronged attack right there.
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Texting, I think is is is prevalent now.
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Any club we go to, really we start a Google voice text you know Sean's probably gonna kill me for from members first, but we use that Google to text the members.
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So like, we'll set yeah, don't tell them, but we'll like set up a Google account and load all the members phone numbers in there and we can group text like crazy.
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Right, and members hate group text.
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But man, they work because in marketing they say what, eight times before someone acts right, they have to see it eight times.
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Well, if eight people text on one group text, they just saw it eight times.