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CASE ASSIGNMENTS INSTRUCTIONS

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You will write a Case Assignments based on the “NCRCC: Teeing Up a New Strategic Direction” case study. The Case Assignment must be 750–1,000 words and use current APA format with a cover page, 1” margins, 12-point font, content, in-text citations, and a reference page (the word count does not include the questions, cover page, or reference page). No abstract is required; simply type the questions as headings and respond. In addition, you must incorporate 2–4 scholarly research articles in your response and atleast 1 biblical integration.

• Case Assignment 1 will answer case discussion questions 1–2 (see page 5 of the NCRCC case).

-Questions are below:

1. Build the management-research question hierarchy, through the investigative questions stage. Then compare your list with the measurement questions asked.

2. Given the research question, how appropriate were the measurement

questions?

Case Assignments Instructions

· Case Assignment 1 will answer case discussion questions 1–2 (see page 5 of the NCRCC case).

-Questions are below:

1. Build the management-research question hierarchy, through the investigative questions stage. Then compare your list with the measurement questions asked.

2. Given the research question, how appropriate were the measurement

questions?

BUSI600 Case Assignment Grading Rubric 90 points

Content – 70%

Advanced

Proficient

Developing

Not present

Case Analysis

18 to 20 points
Insightful throughout. Completely developed all relevant information. Critical issues and key problems that supported the Case Analysis were clearly identified, analyzed, and supported.

17 points
Specific, solid. Less carefully developed. Some insights. Critical issues and key problems that supported the Case Analysis were partially identified, analyzed, and supported.

1 to 16 points
Vague, obvious, underdeveloped, or too broad. One or more main issues not identified. Limited evidence of critical thinking. Critical issues and key problems that supported the Case Analysis were not clearly identified, analyzed, and supported.

0 points
Several main issues not identified. Oversimplified, vague, unclear, or cannot be understood. Little or no evidence of critical thinking. Critical issues and key problems that supported the Case Analysis were poorly identified, analyzed, and supported.

Synthesis of course theories/ concepts and case analysis

18 to 20 points

Convincingly interpreted and linked to course theories/ concepts. Considers context and limits of position where appropriate. Key points were clearly identified and supported with a well thought out rationale based on applying specific concepts or analytical frameworks to the data provided in the case.

17 points

Relevant. Appropriately interpreted and linked to main course theories/concepts. Key points were partially identified and supported with a well thought out rationale based on applying specific concepts or analytical frameworks to the data provided in the case.

1 to 16 points
A few generalized connections made to course theories/concepts. Connections not clearly linked to case. Key points were not identified and supported with a well thought out rationale based on applying specific concepts or analytical frameworks to the data provided in the case.

0 points
No clear connections between the facts of the case and relevant theories/concepts. Key points were poorly identified and supported with a well thought out rationale based on applying specific concepts or analytical frameworks to the data provided in the case.

Application of Scholarly Research

21 to 23 points
Author accurately applied 4 or more scholarly (peer reviewed) sources.

19 to 20 points
Author accurately applied at least 3 scholarly (peer reviewed) sources.

1 to 18 points
Author accurately applied 1 or 2 scholarly (peer reviewed) sources.

0 points
Author did not apply scholarly (peer reviewed) sources.

Structure – 30%

Advanced

Proficient

Developing

Not present

Mechanics

9 points
Correct spelling and grammar are used throughout the essay. There are 0–1 errors in grammar or spelling that distract the reader from the content.

8 points
There are 2-3 errors in grammar or spelling that distract the reader from the content.

1 to 7 points
There are more than 3 errors in grammar or spelling that distract the reader from the content.

0 points
There are more than 5 errors in the grammar or spelling that distract the reader from the content.

APA Style

9 points
There are 0–1 minor errors in APA format in the required items: title page, running head, font type and size, line spacing, headings, citations, and references.

8 points
There are 2–3 minor errors in APA format in the required items.

1 to 7 points
There are more than 3 errors in APA format in the required items.

0 points
A title page is not present and/or there are more than 5 errors in APA format in the required items.

Word Count

9 points
The minimum word count of 750 words is met or exceeded. Excluding the cover page and References page(s).

8 points
The word count of 700 words is met. Excluding the cover page and References page(s).

1 to 7 points
The word count of 650 words is met. Excluding the cover page and References page(s).

0 points
There are fewer than 650 words. Excluding the cover page and References page(s).

Total

Professor Comments:

Business Research Methods, 11e, Cooper/Schindler

>cases

NCR Country Club started out as a benefit for thousands of National Cash Register employ-
ees. By the late 1990s, those employees were aging rapidly and the core membership needed
to be increased. NCRCC offers two golf courses. One is an award winning, championship-
hosting course on the PGA tour. But it wasn’t attracting new members, especially younger
families. This case is about a membership study done as part of a larger management
initiative to evaluate several strategic directions the club might take to expand its member-
ship. www.ncrcountryclub.com

>Abstract

>The Scenario
NCR Country Club (NCRCC) started in 1954 as an employee benefit of the National
Cash Register Co. but is now an open-membership club. This country club located
in Kettering, Ohio (near Dayton), hosts two 18-hole golf courses. The NCR South
course, a par 71 championship course of 6,824 yards of heavily wooded rolling
countryside, the site of the 1996 PGA Championship, the 1986 U.S. Open, and the
1998 U.S. Mid-Amateur, is consistently ranked by Golf Digest as one of the top
100 courses in the United States. The prairie-links style of the North course, a
6,358-yard par 70 course, is considered challenging. In southwestern Ohio, the
active golf season usually lasts from May through October. Within a 30-minute radius
of NCRCC, the avid golfer will find eight other private golf and country clubs as well
as 29 public golf clubs and courses.

In 1997, after the purchase of NCR Corporation by AT&T, AT&T provided
a $4.0 million interest-free loan to raze the original clapboard-sided clubhouse and
replace it with an all-brick colonial-style facility. Boasting both formal and informal,
inside and outside eating facilities as well as banquet and party rooms, the members
voted that the new clubhouse would be totally smoke-free. The rich cherrywood
paneling and the hunter green and burgundy décor mellow the high-ceiling, interior
spaces. Golf memberships are $20,000 with social (nongolf) memberships at $1,000
each. NCR employees did not and do not pay membership fees to join. Additionally,
each member must spend $150 per quarter in dining receipts and pay $225 (golf) or
$160 (social) in annual dues.

Needing to attract new members to support the renovated facility after AT&T
divested itself of NCR and given the growing age of its members, NCRCC
implemented an aggressive membership campaign in 1998. The goal was to bring
golf memberships to 680 and attract as many social memberships as possible. After
only moderate success, NCRCC commissioned McMahon Group to assist with
strategic planning.

NCRCC: Teeing Up a
New Strategic Direction

Used with permission of
Pamela S. Schindler
©2001.

Business Research Methods, 11e, Cooper/Schindler

McMahon Group specializes in providing research and strategic consulting to golf
clubs and full-service golfing facilities. “Golf club membership within the United States
is perceived as a discretionary luxury of life. NCR faces a similar situation found
elsewhere in clubs around the country—an older satisfied membership which sees
no reason to change what they perceive to be a good thing,” shared Frank Vain,
president of McMahon Group. “With NCR, we faced another wrinkle. Because
NCR was once corporately owned, NCR retirees and current employees saw
membership as an entitlement, a right.”

After McMahon’s First Impressions visit (a free on-site assessment where a
club specialist tours facilities, collects information on membership and operations,
and discusses industry trends with strategic planning committees), NCRCC’s board
hired McMahon to provide direction and assistance to NCRCC’s strategic planning
committee. “Historically, NCRCC has a 7 percent penetration rate among NCR
employees. NCR’s employee pool was trending smaller, providing continuing
downward pressure on NCRCC membership,” explained Vain. “With membership
segments of NCR retirees (1/3 of members) and current NCR employees (another
1/3 of members) getting less numerous each year, only the segment comprised of
non-NCR affiliates provides an opportunity for growth. NCRCC needs to become
a stand-alone club to survive.”

McMahon Group conducted six focus groups at NCRCC on December 3–4,
1998, involving 43 members, seven nonmembers, and 12 employees. Especially
among younger members (under 46) and nonmembers, a golf-only club was less
attractive than the full service array that some other area country clubs offered. A
consistent theme was that members did not feel they received the overall level of
service at NCRCC that they expected from a fine private country club, whether it
be in the dining operation or on the golf course. Staff members were frustrated that
meeting the board’s profit directive was often counterproductive to a high level of
service. The NCRCC board directed McMahon Group to conduct a membership
study to explore the feasibility of adding additional facilities, including swimming and
fitness facilities to attract younger adults and families with children.

McMahon Group distributed mail surveys to 1,650 members and their spouses
in January 1999 (see Exhibit C-NCR 1–2). A return rate of 57 percent and 48
percent, respectively, netted 886 usable surveys. Data were interpreted at ±3% (or
±0.1) at the 95 percent confidence level. Due to McMahon’s extensive consulting
and research experience with golf facilities nationwide, it was able to compare
NCRCC’s membership survey results with those of members of 80 other country
clubs.

>The Research

NCRCC: Teeing Up a New Strategic Direction

Business Research Methods, 11e, Cooper/Schindler

Overall, 72 percent of NCRCC members were either satisfied or very satisfied.
This is slightly less than the 79 percent satisfaction level for other clubs. Only 12
percent are very satisfied, with other clubs averaging 21 percent. The group with the
highest dissatisfaction rate (19 percent dissatisfied or very dissatisfied) was the key
55–64 age group, with the under 46 group generating 11 percent dissatisfaction.
While members currently saw the club as an “Adult Golf and Dining Club” (63
percent), many believed its future would need to incorporate facilities for children, if
the club were to remain competitive for new members. This was especially true for
those members under age 46.

Most current members joined for golf (80 percent either important or very
important) or dining (77 percent either important or very important). Most members
were satisfied with golf (81 percent either satisfied [29 percent] or very satisfied [69
percent]). However, level of satisfaction was lower with the over 65 group when it
came to course layout (58 percent very satisfied) and condition (77 percent very
satisfied). Fewer members were satisfied with dining (49 percent either satisfied or
very satisfied). However, even given some dissatisfaction, 61 percent felt their
membership was a good value.

The 37th Hole, the casual dining facility, generated concerns about speed of
service (27 percent either dissatisfied or very dissatisfied), professionalism of wait
staff (19 percent either dissatisfied or very dissatisfied), and menu variety (36 percent
either dissatisfied or very dissatisfied). The same concerns surfaced in the formal
dining area, with menu variety and meal-to-meal consistency generating the highest
dissatisfaction scores. It is very important for NCRCC to provide casual adult dining
(95 percent either very important or important), but less so for casual family dining
(78 percent), outdoor dining (69 percent), formal dining (44 percent), men’s grill
(37 percent), and women’s grill (22 percent). Dining prices are seen as the same (6

percent lunch, 48 percent dinner) or higher (32 percent lunch, 47 percent dinner)
than other clubs and restaurants frequented by members. Members overwhelmingly
continue to endorse the no-smoking rule (97 percent formal dining, 94 percent 37th
Hole, 83 percent bar/lounge).

“Members think of NCRCC as first a golf club, but the golf wasn’t meeting
expectations. Second, members see NCRCC as a dining club, but the members
were dissatisfied with the casual dining product and service,” shared Vain.

Survey results offered good and bad news. Additional facilities would not
be attractions to most current members, but many members are interested in improving
the current facilities. Fully 59 percent, however, were unwilling to pay higher dues
(including 43 percent of under age 46) to obtain the changes they found attractive.

>Some Results

NCRCC: Teeing Up a New Strategic Direction

Business Research Methods, 11e, Cooper/Schindler

“New facilities were an attraction for the non-NCR affiliated segment,”
summarized Vain in discussing what McMahon Group shared with the strategic
planning committee following the completion of the study. “New facilities, especially
swimming, fitness, and outdoor dining, provide the best opportunity to broaden the
attraction of the club.”

• 74% golf (single or family) and 24% social, with 2% corporate
memberships.

• 65% are (23%) or had been (42%) employed at NCR.
• 55% male, 45% female.
• In each of four age groups:

• Under 46 (19%)
• 46–55 (23%)
• 56–65 (26%)
• 66 or older (33%)

• 74% lived within seven miles of NCRCC.
• 42% had been members for 20 or more years.
• 78% did not have children (under age 21) living at home.
• 41% belonged to a swimming/tennis club (15%) or fitness facility (26%).
• 81% reside in the Kettering-Dayton area year round.

Facility Additions
Swimming pool 30 60
Tennis courts 22 36
Health and fitness center 30 49
Spa 30 58
Activities
For adults 26 40
For families 23 53
For children 18 47

>Who Answered the survey

All Members Members under 46
(% ) (% )

Improving the driving range (Important or Very Important) 36
Improving short game practice area

(Important or Very Important) 40

Current Facility Alterations
Expanding bar/lounge (Important or Very Important) 41

NCRCC: Teeing Up a New Strategic Direction

Business Research Methods, 11e, Cooper/Schindler
5

1 Build the management-research question hierarchy, through the investiga-
tive questions stage. Then compare your list with the measurement
questions asked.

2 Given the research question, how appropriate were the measurement
questions?

3 Describe the sampling strategy. How appropriate were the various sam-
pling design decisions?

4 What, if any, problems did you find with the questionnaire as a whole?
Consider structure, directions, question order, question phrasing, appropri-
ateness of response strategy chosen, etc.

5 If you were McMahon Group, how would you present the findings of your
study to the NCRCC board? Explain the rationale for your chosen method.

6 Given the data presented in the case:
7 What would you recommend to the board of NCRCC with respect to

adding facilities like tennis courts, a swimming pool, a spa, a fitness
center, and a year-round driving range?

8 What would you recommend to the board of NCRCC with respect to
adding or changing programming activities like social activities for adults,
families with children, and children?

9 What would you recommend with respect to changing current operations?

>>>>>Discussion

>Sources Frank Vain, president, McMahon Group, provided the instrument and data with the permission of Larry
Appleby, general manager, NCR Country Club in November 1999. Used with permission of Pamela S.

NCRCC: Teeing Up a New Strategic Direction

INSTRUCTIONS:

Please complete the questionnaire, answering all questions that pertain to your interests at the Club. If you do not par-
ticipate in a particular Club activity and do not feel qualified to respond to the questions regarding that activity, please
leave those questions blank or indicate “No Opinion” and move on to the next question. Note: Space is provided at the
end of the questionnaire for your written comments and suggestions.

Completed questionnaires should be mailed in the enclosed postage-paid envelope by the date printed on the cover let-
ter directly to McMahon Group at 884 Woods Mill Road, Suite 201, St. Louis, MO 63011.

IMPORTANT: Completely fill in the ovals that correspond to your answers for each question with either a pen or a pen-
cil. The surveys will be electronically scanned. Please do not make extra marks on the questionnaire except in the space
provided for written responses at the end of the survey.

1. Please indicate your “overall” satisfaction with NCR Country Club:

2. Which of the following best represents what you feel (1) is currently and (2) should be the primary purpose of NCR
Country Club? (Please mark only one per column.)

(1) Currently (2) Should be

A family oriented, full service country club with activities for children. ❍ ❍

An adult oriented, full service country club with limited activities for children. ❍ ❍

A golf and dining club primarily for adults. ❍ ❍

A golf club primarily for adults. ❍ ❍

3. Using a scale from “5” (Very Important) to “1” (Very Unimportant), how important were each of the following to
you in your decision to join NCR Country Club?

To meet new friends

❍ ❍ ❍ ❍ ❍

Club location

—in relation to home ❍ ❍ ❍ ❍ ❍

—in relation to work ❍ ❍ ❍ ❍ ❍

Club social functions ❍ ❍ ❍ ❍ ❍

EXHIBIT C-NCR 1–2 NCR Country Club Membership Survey*

(continued)

*This survey has been reformatted from its original design to fit the specifications of this text. Neither the questions nor the essence of the
design has been modified.

Fill in your answers like this �

Not like ❍� or ❍✗ or ❍

(1) Currently (2) Should be

(5) Very (4) (3) (2) (1) Very

Important Important Neutral Unimportant Unimportant

(5) Very Satisfied (4) Satisfied (3) Neutral (2) Dissatisfied (1) Very Dissatisfied

❍ ❍ ❍ ❍ ❍

coo98706_cases.qxd 6/9/02 2:05 PM Page 735

(5) Very (4) (3) (2) (1) Very
Important Important Neutral Unimportant Unimportant

(5) Very (4) (3) (2) (1) Very
Satisfied Satisfied Neutral Dissatisfied Dissatisfied

Friends were/are members ❍ ❍ ❍ ❍ ❍

Parents were/are members ❍ ❍ ❍ ❍ ❍

Exclusivity of club’s members ❍ ❍ ❍ ❍ ❍

Affiliation with NCR Corporation ❍ ❍ ❍ ❍ ❍

Competitive initiation fee ❍ ❍ ❍ ❍ ❍

Private parties/banquets ❍ ❍ ❍ ❍ ❍

Reputation of club ❍ ❍ ❍ ❍ ❍

Dining ❍ ❍ ❍ ❍ ❍

Golf ❍ ❍ ❍ ❍ ❍

Availability of 36 holes of golf ❍ ❍ ❍ ❍ ❍

“Top 100” ranking of golf course ❍ ❍ ❍ ❍ ❍

4. Please indicate your satisfaction with these characteristics of your Club’s Board of Trustees, Committees,
and Management:

BOARD

Communication with the membership ❍ ❍ ❍ ❍ ❍

Degree to which board is representative
of membership ❍ ❍ ❍ ❍ ❍

COMMITTEES

Effectiveness of Club committees ❍ ❍ ❍ ❍ ❍

MANAGEMENT/STAFF

Effectiveness of Club management ❍ ❍ ❍ ❍ ❍

Responsiveness to member questions
and suggestions ❍ ❍ ❍ ❍ ❍

Overall level of service provided
by Club’s management & staff ❍ ❍ ❍ ❍ ❍

5. Please indicate how important each of the following Club activities/services is to you and also how satisfied you are
with each:

Rating scale: 5 = Very satisfied, 4 = Satistifed, 3 = Neutral, 2 = Dissatisfied, 1= Very dissatisfied, N.O. = No opinion

Rating scale: 5 = Very important, 4 = Important, 3 = Neutral, 2 = Unimportant, 1 = Very unimportant, N.O. = No opinion

736 CASES

coo98706_cases.qxd 6/9/02 2:05 PM Page 736

CASES 737

(5) Very (4) (3) (2) (1) Very
Satisfied Satisfied Neutral Dissatisfied Dissatisfied

SATISFACTION IMPORTANCE

5 4 3 2 1 N.O. 5 4 3 2 1 N.O.

Golf ❍ ❍ ❍ ❍ ❍ ❍

❍ ❍ ❍ ❍ ❍ ❍

Dining ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍

Club social functions ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍

Private parties ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍

Children’s activities ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍

Family activities ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍

6. Please respond to the following statement: “I receive good value for the cost of my membership at NCR Country Club.”

7. Please respond to the following statement: “There are a sufficient number of social activities at the club that appeal to
my age and interest group.”

8. Do you have access to the Internet?

❍ Yes ❍ No

Are you aware the club has an Interent website?

❍ Yes ❍ No

Would you like e-mail notifications from the Club on a regular basis?

❍ Yes ❍ No

9. Please indicate your satisfaction with the following aspects of the Club’s newsletter, The Mulligan, and also Club
communication in general.

Newsletter Content

Notification of upcoming events ❍ ❍ ❍ ❍ ❍

Membership activities and stories ❍ ❍ ❍ ❍ ❍

Club business (reports from board
committees) ❍ ❍ ❍ ❍ ❍

Newsletter appearance/format ❍ ❍ ❍ ❍ ❍

Newsletter timeliness ❍ ❍ ❍ ❍ ❍

Club communication in general ❍ ❍ ❍ ❍ ❍

(5) Strongly Agree (4) Agree (3) Neutral (2) Disagree (1) Strongly Disagree No opinion

❍ ❍ ❍ ❍ ❍ ❍
(5) Strongly Agree (4) Agree (3) Neutral (2) Disagree (1) Strongly Disagree No opinion
❍ ❍ ❍ ❍ ❍ ❍

coo98706_cases.qxd 6/9/02 2:05 PM Page 737

738 CASES

Rating Scale: 5 = Very satisfied, 4 = Satisfied, 3 = Neutral, 2 = Dissatisfied, 1 = Very dissatisfied, N.O. = No opinion

Section II. Golf

IF YOU ARE NOT FAMILIAR WITH THE GOLF FACILITIES AND OPERATIONS, PLEASE SKIP TO THE
NEXT SECTION OF THE QUESTIONNAIRE.

10. Please indicate your satisfaction with these aspects of the SOUTH and NORTH golf courses:

SOUTH COURSE NORTH COURSE

5 4 3 2 1 N.O. 5 4 3 2 1 N.O.

Course layout ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍

Overall course condition ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍

Course landscaping
(flowers and plantings) ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍

Tee box condition ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍

Condition of fairways ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍

Condition of greens ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍

Condition of bunkers ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍

SOUTH COURSE NORTH COURSE
5 4 3 2 1 N.O. 5 4 3 2 1 N.O.

Irrigation ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍

Drainage ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍

Condition of cart paths ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍

Course restrooms ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍

Availability ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍

Condition ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍

Availability of drinking
water ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍

Beverage cart availability ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍

11. Please indicate your satisfaction with these aspects of the golf operations at the Club:

(answer survey for question 11 on the following page)

coo98706_cases.qxd 6/9/02 2:05 PM Page 738

CASES 739

(5) Very (4) (3) (2) (1) Very No

Satisfied Satisfied Neutral Dissatisfied Dissatisfied Opinion

Golf Pro Shop

Interior appearance ❍ ❍ ❍ ❍ ❍ ❍

Pro Shop cleanliness ❍ ❍ ❍ ❍ ❍ ❍

Merchandise selection ❍ ❍ ❍ ❍ ❍ ❍

Pro Shop service ❍ ❍ ❍ ❍ ❍ ❍

Pro Shop prices ❍ ❍ ❍ ❍ ❍ ❍

Pro lessons ❍ ❍ ❍ ❍ ❍ ❍

Bag drop service ❍ ❍ ❍ ❍ ❍ ❍

Bag storage and club cleaning service ❍ ❍ ❍ ❍ ❍ ❍

Cart service ❍ ❍ ❍ ❍ ❍ ❍

Cart cleanliness ❍ ❍ ❍ ❍ ❍ ❍

Practice range

Condition ❍ ❍ ❍ ❍ ❍ ❍

Size ❍ ❍ ❍ ❍ ❍ ❍

Range ball condition ❍ ❍ ❍ ❍ ❍ ❍

Speed of play ❍ ❍ ❍ ❍ ❍ ❍

Tournaments

Quality ❍ ❍ ❍ ❍ ❍ ❍

Value for price ❍ ❍ ❍ ❍ ❍ ❍

Format of tournaments ❍ ❍ ❍ ❍ ❍ ❍

Adult golf programs (i.e., leagues) ❍ ❍ ❍ ❍ ❍ ❍

Junior golf programs ❍ ❍ ❍ ❍ ❍ ❍

Tee time reservation system ❍ ❍ ❍ ❍ ❍ ❍

Halfway House

Hours of operation ❍ ❍ ❍ ❍ ❍ ❍

Service ❍ ❍ ❍ ❍ ❍ ❍

Menu variety ❍ ❍ ❍ ❍ ❍ ❍

12. How do you feel about the overall use of the golf course as it now exists at the club?

(5) (4) Somewhat (3) (2) Not Quite (1)

Excessive Excessive Fine as Is Dissatisfied Not Enough

Amount of time available for casual,
open member play ❍ ❍ ❍ ❍ ❍

Amount of time permitted for guest use ❍ ❍ ❍ ❍ ❍

Amount of time available for junior play ❍ ❍ ❍ ❍ ❍

(continued)

coo98706_cases.qxd 6/9/02 2:05 PM Page 739

(5) (4) Somewhat (3) (2) Not Quite (1)
Excessive Excessive Fine as Is Dissatisfied Not Enough

Number of member-scheduled
events/tournaments ❍ ❍ ❍ ❍ ❍

Number of nonmember outings
on Mondays ❍ ❍ ❍ ❍ ❍

Number of nonmember outings on days
other than Mondays ❍ ❍ ❍ ❍ ❍

13. Please respond to the following statement: “If the Club had a caddy program I would support the program and use
caddies on a regular basis when I play golf.”

14. Please indicate your satisfaction regarding these aspects of the dining in the 37th HOLE, the MEMBERS’ DINING
ROOM, and for PRIVATE PARTIES:

MEMBERS’

37th HOLE DINING ROOM PRIVATE PARTIES

5 4 3 2 1 N.O. 5 4 3 2 1 N.O. 5 4 3 2 1 N.O.

Service:

Staff appearance ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍

Speed of service ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍

Friendliness of
wait staff ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍

Professionalism/
training of wait staff ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍

Food:

Quality—Food well
prepared ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍

Food presentation
(visually pleasing) ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍

Meal-to-meal
consistency ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍

Menu variety ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍

(continued)
(5) Strongly Agree (4) Agree (3) Neutral (2) Disagree (1) Strongly Disagree No opinion
❍ ❍ ❍ ❍ ❍ ❍

Rating scale: 5 = Very satisfied, 4 = Satisfied, 3 = Neutral, 2 = Dissatisfied, 1 = Very dissatisfied, N.O. = No opinion

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CASES 741

MEMBERS’
37th HOLE DINING ROOM PRIVATE PARTIES
5 4 3 2 1 N.O. 5 4 3 2 1 N.O. 5 4 3 2 1 N.O.

Other:

Ambiance/décor
of rooms ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍

Wine list/selections ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍

Value for the price ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍

Party planning assistance ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍

Party follow-up by staff ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍

15. How important is it for the Club to provide each of the following dining styles?

(5) Very (4) (3) (2) (1) Very
Important Important Neutral Unimportant Unimportant

Casual adult dining ❍ ❍ ❍ ❍ ❍

Casual family dining ❍ ❍ ❍ ❍ ❍

Formal dining (coat & tie required) ❍ ❍ ❍ ❍ ❍

Outdoor dining ❍ ❍ ❍ ❍ ❍

Men’s grill ❍ ❍ ❍ ❍ ❍

Women’s grill ❍ ❍ ❍ ❍ ❍

16. How do the Club’s prices compare to the prices charged for similar meals at other clubs and restaurants you visit
regularly? Please compare similar dining experiences (i.e., dining in the 37th Hole should be compared to dining in
a casual, grill-type restaurant and dining in the Members’ Dining Room should be compared to a more upscale-type
restaurant).

(5) Much (4) (3) About (2) Somewhat (1) Much
The Club’s prices are . . . Lower Lower the same Higher Higher

Lunch ❍ ❍ ❍ ❍ ❍

Dinner ❍ ❍ ❍ ❍ ❍

Private parties ❍ ❍ ❍ ❍ ❍

Social events ❍ ❍ ❍ ❍ ❍

Wine ❍ ❍ ❍ ❍ ❍

Cocktails ❍ ❍ ❍ ❍ ❍

17. Please respond to the following statement: “The clubhouse should remain a totally nonsmoking facility.”

(5) Strongly Agree (4) Agree (3) Neutral (2) Disagree (1) Strongly Disagree No opinion
❍ ❍ ❍ ❍ ❍ ❍

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Section IV: The Future

18. Listed below are examples of new facilities or additional services the Club may consider adding in the future.
Using a scale from “5” (Very important) to “1” (Very unimportant), please indicate how important you feel each
item is to the future of the Club.

(5) Very (4) (3) (2) (1) Very
Important Important Neutral Unimportant Unimportant

Add a swimming pool ❍ ❍ ❍ ❍ ❍

Add tennis courts ❍ ❍ ❍ ❍ ❍

Add a health/fitness facility ❍ ❍ ❍ ❍ ❍

Add paddle tennis courts ❍ ❍ ❍ ❍ ❍

Add a bowling alley ❍ ❍ ❍ ❍ ❍

Add spa facilities (sauna, steam room,
Jacuzzi, etc.) ❍ ❍ ❍ ❍ ❍

Provide more social activities ❍ ❍ ❍ ❍ ❍

Provide more family activities ❍ ❍ ❍ ❍ ❍

Provide more children’s activities ❍ ❍ ❍ ❍ ❍

Add a year-round driving range ❍ ❍ ❍ ❍ ❍

19. Listed below are examples of improvements to the existing Club facilities that may be considered in the future.
Using a scale from “5” (Very important) to “1” (Very unimportant), please indicate how important you feel each
item is to the future of the Club.

(5) Very (4) (3) (2) (1) Very
Important Important Neutral Unimportant Unimportant

Enlarge the bar/lounge ❍ ❍ ❍ ❍ ❍

Enlarge the banquet room to better
accommodate large functions such
as weddings ❍ ❍ ❍ ❍ ❍

Provide better pedestrian access ❍ ❍ ❍ ❍ ❍

Improve the golf driving range ❍ ❍ ❍ ❍ ❍

Improve the golf short game practice area ❍ ❍ ❍ ❍ ❍

Modify the North Course where possible
to make it more challenging ❍ ❍ ❍ ❍ ❍

Modify the South Course where possible
to make it more challenging ❍ ❍ ❍ ❍ ❍

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CASES 743

20. a. Please respond to the following statement: “I would be willing to pay somewhat higher annual dues in order to
make the Club more private and provide a higher level of service.”

(5) Strongly Agree (4) Agree (3) Neutral (2) Disagree (1) Strongly disagree
❍ ❍ ❍ ❍ ❍

b. How much of an annual dues increase would you be willing to pay to make the Club more private and provide a
higher level of service? (Please mark only one.)

❍ Nothing ❍ 20%

❍ 5% ❍ 30%

❍ 10% ❍ 40%

❍ 15% ❍ 50% or more

21. At present, the Club allows nonmember outings on the golf course on Mondays as well as other days of the week.
These outings generate substantial revenue for the Club, which helps to keep member dues lower than they would
be without this revenue. However, these outings also reduce member access to the courses, add wear and tear to the
courses, and limit the amount of time available for course maintenance.

Please respond to the following statements.

a. “The Club should eliminate outings on days of the week other than Mondays, and I would be willing to pay an
additional $100 in annual dues for improved course access and to make up for this lost revenue.”