From Measurement to Action

Abstract

Managers at Arvida's River Hills Country Club took two surveys, one in 1994 and one in 1997, to find out what is most important to club members. Following the 1994 survey, the managers took steps to improve operations. Comparing the results of the surveys, one can see that guests responded to those changes by visiting the club more often. Improvements in the club's F&B facilities demonstrate how the survey's findings were implemented. Managers cross-trained employees, asked employees to help set customerservice standards, and encouraged workers to make suggestions for improvement. Managers also shared more information with the members, and invited members to tell the managers how things were going. To remain competitive, the club checked its own prices against those of the competition, redesigned the menu, boosted food costs (to put more on the plate), and offered special member prices for lunch. The result was an increase in both customer satisfaction and patronage between 1994 and 1997.