Raymond R. Ferreira

Rating the hospitality journals.

Abstract A survey of directors at four year hospitality programs, who were CHRIE members, rated the quality of 15 refereed and 31 nonrefereed journals. Most of the refereed journals were rated higher than nonrefereed journals. Thirty seven percent of the respondents reported that a hierarchical ranking of refereed journals existed at their institution and was used when evaluating the publications of faculty. The difference in ratings was examined between graduate and undergraduate only program directors.

Declining memberships during an economic downturn in U.S. private clubs

ABSTRACT Surveys were sent to managers at one thousand private clubs, who were members of the Club Managers Association of America (CMAA) to determine what membership changes clubs have experienced during the economic downturn from 2000 to 2003. The majority of respondents managed country clubs, member-owned clubs, and represented different areas of the United States. An overall response rate of 50% was achieved. Most clubs experienced a decline in the overall number of members and a higher annual attrition rate. Fewer clubs reported having a waitlist of members wanting to join and the clubs having a waitlist reported a smaller number of individuals on the waitlist. The clubs without a waitlist reported a higher number of openings in their club. The results of this study suggest that clubs need to implement membership marketing strategies in order to increase the number of candidates for membership during economic downturns.

Food and beverage levels during the 2008‐2010 economic downturn in clubs

Purpose – The purpose of this study is to examine the food and beverage revenue changes in private clubs in the USA during the economic downturn from 2008 to 2010.Design/methodology/approach – Over 1,000 private club managers in the USA were surveyed to determine the impacts of two economic downturns on their financial performance.Findings – Findings of this study indicated that most clubs experienced a decrease in their overall net food and beverage revenues and consequently experienced significant losses in their overall food and beverage operations, especially affecting private party business in 2010.Research limitations/implications – This study examined private clubs requiring sponsorship of membership candidates by existing club members in order to maintain their exclusivity, whereas many for‐profit clubs, semi‐private clubs, and non‐private clubs do not require sponsorship. Future studies should investigate if for‐profit clubs, semi‐private clubs, and non‐private clubs experienced the same negative...

Memberships levels in U. S. private clubs during the 2008-2010 economic downturn.

This study measured membership changes in private clubs in the United States during the economic downturn from 2008 to 2010. Specifically examined were the changes clubs experienced with their number of members, waiting lists, and attrition rates. A letter was sent via e-mail to the same 1,000 private clubs that were sent a survey in a similar study conducted by Ferreira and Gustafson (2006) The managers of these clubs were members of the Club Managers Association of America. The majority of respondents managed country clubs and member-owned clubs, representing different areas of the United States. An overall response rate of 53% was achieved. Most clubs experienced a decrease in the overall number of members and an increase in annual attrition rate. Fewer clubs reported having a waiting list of members wanting to join. The clubs without waiting lists reported a larger number of membership openings in their clubs. The results of this study suggest the levels of memberships in many private clubs are heavily influenced by economic conditions. An implication from this study is that clubs need to implement membership development strategies during economic downturns because of the decline in the number of members, candidates proposed, and waiting lists during these periods.

A Comparison of Impacts From Two Economic Downturns on Food and Beverage Revenues in U.S. Private Clubs

This study measured the degree of change in food and beverage revenue levels in private clubs in the United States during two economic downturns in 2003 and 2010. Additionally, the study investigated whether the 2010 economic downturn was more severe on clubs than the 2003 economic downturn. Specifically, the study explored if there were any differences in net food and beverage revenues, member dining covers, member dining revenues, private party covers, and private parties at private clubs in 2003 and in 2010. A questionnaire was sent via email to one thousand private club managers that were members of the Club Managers Association of American. The majority of respondents managed country clubs, and member-owned clubs from different regions of the United States. An overall response rate of 50% was achieved for the study. Of the two economic downturns studied in 2003 and 2010, most clubs experienced greater losses in their overall food and beverage operations in 2010 than 2003. Clubs reported a similar number of member dining covers and member dining food and beverage revenues during both economic downturns, however, the majority of clubs experienced a significant decline in both private party covers and private party food and beverage revenues in 2010 when compared to 2003. The results of this study suggest that private clubs were more negatively impacted by the severe economic conditions of 2010 as compared to the economic conditions of 2003, especially with their private party banquet business.

A Comparison of the Response Rates, Re Turn Times, Return Methods and Costs for Surveys Faxed and Mailed in Clubs

The study investigated the response rate for surveys utilizing fax technology and the standard mail system. The results of the study indicated that surveys sent and received through a fax machine to private club members had a higher response rate and were returned faster than those sent to private club members by the traditional postal system. This study indicated that private clubs should be able to use a fax machine to gather vital information and market research data using a short survey with repeat customers who were likely to have a fax machine and were within a local area phone number. The costs associated with mailing the surveys was 18.9% higher than faxing them.