How has a proactive approach to gathering feedback helped Devilbend Golf Club improve its facilities, cater to diverse needs, and build a stronger community? The Australian golf club clearly sees the positive impact of moving from occasional surveys to regular insights.
In the heart of Mornington Peninsula, Melbourne, Australia, Devilbend Golf Club has been a beloved spot for golfers since the 1970s. This slightly hilly but certainly player-friendly 18-hole course is as welcoming to the public as it is to its members, hosting around 45,000 rounds of golf each year. In recent years, the club has experienced huge growth, with membership rising from 330 to 700 since the COVID-19 pandemic.
So, how does Devilbend handle this growth while keeping satisfaction high? It became clear that the club needed a more organized approach to feedback – a system that would help them tackle both the small day-to-day issues and make larger, strategic improvements.
For years, Devilbend relied on informal surveys conducted every 2-3 years through online platforms. These surveys had no specific purpose other than gathering general feedback, making it difficult to pinpoint clear, useful insights. Then, through Chris Crabbe at Golf Australia, Devilbend was introduced to Players 1st, and from that point on, the way they collected and used feedback was completely transformed.
With Players 1st, Devilbend started gathering regular, structured feedback from both members and guests. Golf Australia helped align with the club's strategic plan, so they now receive ongoing insights, including weekly feedback from guests, which gives them a steady stream of data. General manager Tim O’Sullivan particularly values the comments he receives.
While the comments from members typically revolve around their overall experience and long-term value at the club, feedback from guests tends to center around their current experience, like service quality and any immediate issues they encountered.
Thanks to regular feedback, the club quickly got better at meeting the different needs of both members and guests. While clubs do expect each group to have specific experiences, the surveys provided surprising clarity in pinpointing these differences.
Guests were generally happy with their experience, but members sought more variety in their food and drink options – a detail that might have been missed without the feedback but is also an essential part of the golfing experience that shouldn't be overlooked. While guests enjoyed their occasional pies, pasties, and sausage rolls on the course, the members would crave something else.
The feedback also highlighted the need for upgrades, such as expanding the clubhouse, better bathrooms, a larger pro shop, and improved accessibility. Since the clubhouse has only undergone cosmetic updates since the 1980s, this data was crucial for justifying the investment. It showed the urgency for the upgrades and displayed that the club’s strategy aligned with the community’s needs.
O'Sullivan, who is passionate about these upgrades, noted that the solid survey data provided the proof needed to present these improvements to the board, ensuring decisions were based on actual member and guest feedback.
Looking ahead, Devilbend Golf Club plans to expand its use of Players 1st by introducing exit and new member surveys. Tim O'Sullivan is keen to see how these surveys will help the club understand new members' experiences and why some leave. It shows their strong commitment to improving everyone's experience.
Devilbend Golf Club’s experience with Players 1st shows how powerful regular, organized feedback can be. By switching from occasional online surveys to continuous feedback, they’ve tackled small and big issues, making their community happier and more engaged. Devilbend sets a great example of how focusing on feedback leads to actual improvements, and they are not shy about recommending Players 1st.