Member Clubs Research Articles

Table of Contents

Abstract Create a Members‐only Column Member Recogntion Share Members' Wisdom With Other Members Renewal Procedures Streamline the Renewal Process for Seasoned Members Focus On Purpose To Instill Passion Targeted Recruitment Create an Ideal Member Profile Publicizing Accomplishments Make the Most of Membership Milestones Communications Tools Performance Reports Are Invaluable Fund‐raising Methods Membership Clubs Can Help Raise Funds Regularly Evaluate Member Categories, Benefits Tout Membership Growth Successful Board Attributes Make Your Board All That It Can Be Member Recruitment Encourage New Members With Gift Memberships Membership Dues A Lesson in Lifetime Memberships Management, Personnel Issues Should You Be Hiring a COO? Valuable Membership Resources Grow Membership With Valuable Tools, Customer Service Strategies for Activating, Welcoming New Members Make Use of Storytelling Helping Members Cope With Change Break Through Resistance When Making Changes Member‐to‐member Recruitment Get Members Involved in Creating the ‘Membership Experience’ Payment Options Offer Membership Payment Plans Software Profile dfPowerStudio Helps Organize Data dfPowerStudio Profile Build a Community With Your Members Member Benefit Idea Publications Idea Dog‐and‐pony Show Tip Revenue‐generating Ideas Monthly Giving Program Helps Bring In Revenue Board Of Director Members Invite Ex Officio Members to Your Board Promote Past Presidents to Ex Officio

Procter & Gamble Co.

AbstractChemicals (MIC: 11.1 SIC: 2841 NAIC: 325611)Procter & Gamble is engaged in providing branded consumer goods products, sold through retail operations including mass merchandisers, grocery stores, membership club stores and drug stores. Co. has an organizational structure that comprised of three Global Business Units (GBUs): Beauty and Health; Household Care; and Gillette GBU; as well as a Global Operations group. The Global Operations group consists of the Market Development Organization (MDO) and Global Business Services (GBS). Co. has seven reportable segments: Beauty; Health Care; Fabric Care and Home Care; Pet Health, Snacks and Coffee; Baby Care and Family Care; Blades and Razors; and Duracell and Braun.

Procter & Gamble Co.

AbstractChemicals (MIC: 11.1 SIC: 2841 NAIC: 325611)Procter & Gamble is engaged in providing branded consumer goods products, sold through retail operations including mass merchandisers, grocery stores, membership club stores and drug stores. Co. has an organizational structure that comprised of three Global Business Units (GBUs): Beauty and Health; Household Care; and Gillette GBU; as well as a Global Operations group. The Global Operations group consists of the Market Development Organization (MDO) and Global Business Services (GBS). Co. has seven reportable segments: Beauty; Health Care; Fabric Care and Home Care; Pet Health, Snacks and Coffee; Baby Care and Family Care; Blades and Pvazors; and Duracell and Braun.

The impact of the national sports lottery and the FIFA World Cup on attendance, spectator motives and J. League marketing strategies

This paper examines the impact of the national sports lottery (toto) in 2001 and the 2002 FIFA World Cup for the Japan Professional Soccer League - J. League. In 2001 J. League attendances grew dramatically and were sustained in subsequent years, even though member clubs did not change many of their marketing strategies and chose to maintain a distance from toto. The evidence suggests that hosting the World Cup allowed the league to leverage the country's hosting of the event in order to generate long-term interest and attendance at J. League games. By contrast, toto appears to have had a short-term impact.

Procter & Gamble Co.

Mergent's Dividend AchieversVolume 3, Issue 4 p. 226-226 U.S. Company Reports Procter & Gamble Co.† First published: 10 October 2006 https://doi.org/10.1002/div.4869 † Contact: : Alan G. Lafley — Chmn., Pres., C.E.O. Address: : One Procter & Gamble Plaza, Cincinnati, OH 45202 Web Site: : www.pg.com AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Abstract Chemicals (MIC: 11.1 SIC: 2841 NAIC: 325611) Procter & Gamble is engaged in providing branded consumer goods products, sold through retail operations including mass merchandisers, grocery stores, membership club stores, drug stores and high-frequency stores. Co. has an organizational structure that comprised of three Global Business Units (GBUs): Beauty and Health; Household Care; and Gillette GBU; as well as a Global Operations group. The Global Operations group consists of the Market Development Organization (MDO) and Global Business Services (GBS). Co. has seven reportable segments: Beauty; Health Care; Fabric Care and Home Care; Pet Health, Snacks and Coffee; Baby Care and Family Care; Blades and Razors; and Duracell and Braun. Volume3, Issue4Autumn (Fall) 2006Pages 226-226 RelatedInformation

The impact of partial smokefree legislation on health inequalities: Evidence from a survey of 1150 pubs in North West England

BackgroundThe UK government claims that between 10 and 30% of pubs and bars will be exempt from proposed legislation to achieve smokefree enclosed public places across England. This arises from the contentious inclusion that pubs and bars that do not prepare and serve food and private members clubs, will be able to allow smoking. We aimed to survey pubs and bars across the North West of England to assess smoking policies and the proportion and variations by deprivation level of venues preparing and serving food.MethodsWe carried out a telephone survey of 1150 pubs and bars in 14 local authorities across the North West of England. The main data items were current smoking policy, food preparation and serving status, and intention to change food serving and smoking status in the event of implementation of the proposed English partial smokefree legislation.Results29 pubs and bars (2.5%) were totally smoke-free, 500 (44%) had partial smoking restrictions, and 615 (54%) allowed smoking throughout. Venues situated in the most deprived quintiles (4 and 5) of deprivation were more likely to allow unrestricted smoking (62% vs 33% for venues in quintiles 1 and 2). The proportion of pubs and bars not preparing and serving food on the premises was 44% (95% CI 42 to 46%), and ranged from 21% in pubs and bars in deprivation quintile 1 to 63% in quintile 5.ConclusionThe proportion of pubs and bars which do not serve food was far higher than the 10–30% suggested by the UK government. The proportion of pubs allowing unrestricted smoking and of non-food venues was higher in more disadvantaged areas, suggesting that the proposed UK government policy of exempting pubs in England which do not serve food from smokefree legislation will exacerbate inequalities in smoking and health.

Brand and Club Alliances: Manchester United and Britannia Building Society

Britannia Building Society has launched a collec tion of financial services products in partnership with Manchester United Football Club. Other products have also been launched that are designed ‘exclusively for Manchester City Supporters’. These brand alliances are particularly interesting because both parties have ‘membership clubs’ which reward customers for loyalty. The nature of member association with the respective clubs is different. Britannia Building Society (Britannia) is a mutual building society in the tradition in which investors and borrowers are building society members. Manchester United Football Club (MUFC) is a leading football club and a major consumer brand. The brand straplines on the two Rewards leaflets capture this difference: Britannia: ‘where membership means a great deal’ MUFC: ‘you win, we win’.

The Australian Football League's Recent Progress: A Study In Cartel Conduct And Monopoly Power

Over the last twenty-five years, the Australian Football League (AFL), and its predecessor, the Victorian Football League (VFL) has become a central feature of the Australian sporting landscape by creating and managing a national competition. However, in the 1980s it was a Melbourne-based league facing serious structural and financial problems as player costs exploded. At the same time, a number of clubs were unable to trade profitably, and the richer clubs were toying with the idea of forming a break-away competition. The transformation of the AFL from a parochial suburban competition to heavily commercialised national league is analysed through the prism of cartel structure and conduct. It is concluded that first, even in its previous guise as the VFL, it adopted many cartel-like features, including controls over player transfers, fixed admission prices, and gate equalisation policies. Second, the establishment of a governing Commission in 1984 strengthened its monopoly power, and enabled it to set a singular vision for the game's development. This vision, in turn, enabled the AFL to create a national participation program that became the envy of every other sport association in Australia. Third, in achieving this outcome, the AFL tightened its authority over its member teams, administrators, coaches and players. Finally, within this cartel arrangement, member clubs surrendered their autonomy in return for an assurance that they would share the benefits from the AFL's growth and national expansion. In short, the AFL has strategically exploited its cartel features and monopoly power to become Australia's dominant sports league.

Accounting for the early success of the Gaelic Athletic Association

Writing some years after the events he was describing, Michael Cusack, the first secretary of the Gaelic Athletic Association, suggested that in its early years the ‘Association swept the country like a prairie fire’. This is perhaps a little exaggerated, but its success was striking. Eighteen months after its foundation the G.A.A. was reckoned to have 50,000 individual members. Six months later there were around 400 affiliated clubs. The relative success of the G.A.A. is particularly apparent when its progress is compared with that of two of its rival organisations. The Irish Football Association was founded in 1880. Ten years later only 124 clubs had affiliated to it. By the same date the G.A.A., founded in 1884, had 875 member clubs.

英国における公共フィットネスクラブの現状

In the U.K., the private fitness industry grew and expanded during 1990's. In the public fitness sector, there has been a tendency that public facility management has been contracted out by local governments to charitable organizations and private companies in order to implement a government partnership policy aimed at achieving the best value. The purpose of this paper is to examine recent trends in the public fitness sector, which is taking a significant role in the U.K. fitness industry. The following are the findings. Membership clubs are very common among U.K. public fitness clubs. Penetration of public clubs among the entire population was 4.2%, as of 2002. Combined with 5.7% held by private fitness clubs, total penetration is 9.9%. The three types of public sports/leisure facility managements are : 1)local government 2)charitable organizations and 3)private companies. Among public facilities, 79.8% are still operated by local governments, 11.6% by charitable organizations and, 5% by private companies. Fitness industry related certifications are now to be registered to match those of the National Vocational Qualification Scheme. Sports/Fitness Quality Management accreditation has now been introduced into the industry. Based on the current approved planning, the numbers of public fitness facilities is projected to increase by 17% and those of private facilities by 48%. Altogether a 35% increase, comprised of 2.2 million additional members, is expected, which will bring the total to 5.8 million, representing 13.3% of the entire present population. FIA U.K. is not positioning itself against the public fitness sector, but is recognizing the public as existing in a partnership and is accepting public clubs as members of the association, cooperating in various activities.

휘트니스 클럽 고객의 만족도와 재구매 의도에 영향을 미치는 서비스 품질요인에 대한 비교연구(공공 vs.회원제 휘트니스 클럽)

휘트니스 클럽 고객의 만족도와 재구매 의도에 영향을 미치는 서비스 품질요인에 대한 비교연구(공공 vs.회원제 휘트니스 클럽)

Estimating the value of the Premier League or the worlds most profitable investment project

This paper shows that market values for UK football (soccer) teams may be described by a remarkably simple regression model. This model is used to estimate the value of the Premier league. A tentative estimate of the Norwegian club Rosenborg Ballklubb is also established. As Rosenborg Ballklub is a ‘membership club’ - meaning that a small entrance fee (independent of the clubs performance) is the real price of ‘a share’ in the club - the return of an investment in the club is shown to be ‘unbelievable’.

Internal markets and the theory of the firm

A growing number of companies are explicitly replacing bureaucratic internal resource allocation with internal markets. But if markets work well within firms, why are there firms at all? Why does not all allocation take place on ‘external’ markets? This paper seeks to resolve this apparent anomaly by viewing the firm as a membership club rather than as a command structure. Members join the firm and pay its membership fee when the value of the local public goods they receive exceeds the opportunity cost of joining. Some of the most important public goods provided by firms are variously referred to as organizational capabilities, competencies, or routines. These can often be characterized as public goods because they are ultimately based on knowledge, and hence involve a degree of nonrival consumption. A firm survives when its internal environment generates value-creating capabilities, competencies, and routines. The firm will continue to exist as long as the owners of its human and physical capital find it more profitable to transact inside this environment than outside. Copyright © 2001 John Wiley & Sons, Ltd.

Internal markets and the theory of the firm

AbstractA growing number of companies are explicitly replacing bureaucratic internal resource allocation with internal markets. But if markets work well within firms, why are there firms at all? Why does not all allocation take place on ‘external’ markets? This paper seeks to resolve this apparent anomaly by viewing the firm as a membership club rather than as a command structure. Members join the firm and pay its membership fee when the value of the local public goods they receive exceeds the opportunity cost of joining. Some of the most important public goods provided by firms are variously referred to as organizational capabilities, competencies, or routines. These can often be characterized as public goods because they are ultimately based on knowledge, and hence involve a degree of nonrival consumption. A firm survives when its internal environment generates value‐creating capabilities, competencies, and routines. The firm will continue to exist as long as the owners of its human and physical capital find it more profitable to transact inside this environment than outside. Copyright © 2001 John Wiley & Sons, Ltd.

Membership Clubs as a Tool for Enhancing Buyers' Patronage

One of the central tools for enhancing brand/outlet loyalty both in durables and nondurables consumer markets is membership clubs. The present study examines effects of several membership behavior variables on three loyalty dimensions of members in such clubs. Empirical results are reported and discussed.

The English Football Industry: profit, performance and industrial structure

The English (Association) Football League is a long established industrial cartel selling a highly popular product with only imperfect substitutes. Despite that, the majority of its member clubs lose money and the industry has faced successive financial crises over the last decade. This paper develops an empirical model of the financial performance of English League clubs using a high quality dataset of 48 clubs over the period 1974–89. The underlying model explains how rents are competed away through the maximising behaviour of club owners subject to production constraints. This model is parameterised by a system of equations which describe the behaviour of a maximising owner subject to demand and production constraints. The model is then used to examine the coordination failure which lies at the heart of the English Football League's decline and to assess the prospects for the Premier League.

The Planning Implications of New Retail Format Introductions in Canada and Britain

A recent retail internationalisation trend has been the arrival in Britain and Canada of COSTCO warehouse membership clubs (WMCs). Further investigation reveals similarities between those countries in terms of the responses of their planning systems to this newcomer. However; the wider picture must also include analysis of why so many other innovative new types of outlet are also internationalising. The trend can be seen as part of the interface between the spatial pattern of retailing and other legal matters. We therefore suggest that not just the planning system but also the legal aspects of trading regulation must be studied.

The Demand for Professional League Football in England and Wales, 1925-92

Using a new data set to investigate the distribution of aggregate attendances between member clubs of the Football League, it is found that club-specific base levels of support depend on the market size and composition, and the club's age. The sensitivity of attendance to success and price is found to be greater for clubs from towns with high proportions of manual workers, whereas a loyalty effect, measured through the estimation of a set of dynamic club-specific attendance equations, is found to be similar across clubs of widely differing sizes and other characteristics.

The impact of warehouse membership clubs: the wheel of retailing turns one more time

The Warehouse Membership Club (WMC) industry in North America is now seventeen years old and has reached an annual sales level of approximately $34 billion. The WMC format is clearly the new price leader at the retail level. This paper addresses a number of key issues about WMCs. First, are WMCs retailers or wholesalers and who is at risk? Second, how have other retailers responded to the risk and what is the likely success of the response strategies? Third, to what extent does the evolution of WMCs support the three competing theories of institutional change: a) environmental; b) cyclical; and c) conflicrual and what can we learn from these theories? Finally, what is the prognosis for the future of the WMC format, both in North America and globally?

The ADA, Part II

This article and the one that preceded it report on the issues and implications of the Americans with Disabilities Act (ADA). Following an overview of the ADA, Part 11 focuses on the costs of compliance. A major provision of the act requires employers to make "reasonable" adjustments in the work place to accommodate disabled workers (e.g., revising schedules, job assignments, and the physical environment). The EEOC estimates that 80 percent of accommodations cost less than $500 and that the average cost of all accommodations is $304 (tax credits are available to help defray the costs of employment accommodations). The ADA specifically exempts those private establishments that are not covered by Title 11 of the 1964 Civil Rights Act (e.g., membership clubs).