Ingredients for Club Resurrection
Dear Fellow Rotarians,
As I reflect on our journey together, I am reminded of the vibrant spirit that has defined our Rotary Club since its inception in 1911. Like a well-crafted machine, our club flourished through the dedication of its members—business and community leaders united in purpose, camaraderie, and the desire to uplift those around us. Today, as we stand at a crossroads, I see an opportunity to reignite that same passion and restore our club to its former glory.
As the founder and CEO of a tech services company, I view our challenges through a business lens. Together with our Executive Director, Jacqui, and our Board of Directors, we are focused on four essential ingredients that will help resurrect our club.
First, Elevate the Executive Director:
Having a full-time, strategic-minded Executive Director is crucial for our growth. Jacqui has made commendable strides in managing years of administrative backlog. However, her success will hinge on her ability to move beyond those challenges and focus on strategic growth, largely outlined below.
Having a full-time, strategic-minded Executive Director is crucial for our growth. Jacqui has made commendable strides in managing years of administrative backlog. However, her success will hinge on her ability to move beyond those challenges and focus on strategic growth, largely outlined below.
Next, Define Who We Are:
Philip Kotler, the father of modern marketing, once said, “There is only one winning strategy. It is to carefully define the target market and direct a superior offering to that target market.” In the past, our club thrived by attracting community leaders who sought meaningful engagement and service. But over the years, our decision to broaden membership requirements diluted our unique identity, leading to a significant decline in membership. Today, we must ask ourselves: What does it mean to be a member of Club 24? While we consider returning to our roots, we must embrace change. Being the club for everyone has inadvertently made us the club for nobody. We’ve created a “Revolving Door” of members who don’t have the financial resources or control of their own schedule to be true members of Club 24. While initially excited, the constraints facing these members quickly flush them out. Meanwhile, the watered-down membership base pushes qualified members away. Defining our target market to include only those with control of both time and financial resources will solve this issue.
Philip Kotler, the father of modern marketing, once said, “There is only one winning strategy. It is to carefully define the target market and direct a superior offering to that target market.” In the past, our club thrived by attracting community leaders who sought meaningful engagement and service. But over the years, our decision to broaden membership requirements diluted our unique identity, leading to a significant decline in membership. Today, we must ask ourselves: What does it mean to be a member of Club 24? While we consider returning to our roots, we must embrace change. Being the club for everyone has inadvertently made us the club for nobody. We’ve created a “Revolving Door” of members who don’t have the financial resources or control of their own schedule to be true members of Club 24. While initially excited, the constraints facing these members quickly flush them out. Meanwhile, the watered-down membership base pushes qualified members away. Defining our target market to include only those with control of both time and financial resources will solve this issue.
Meanwhile, Schedule Top Programs:
A “Marquee” speaker—someone who resonates with both our members and the community—can draw significant attendance and re-engage our membership. In the past year, we hosted nearly a dozen “Marquee” programs (Abby Cox, Mayor Mendenhall, Chief Brown, Jim Olsen, Brandon Fugal, etc.) yet our attendance in recent months has been disheartening:
A “Marquee” speaker—someone who resonates with both our members and the community—can draw significant attendance and re-engage our membership. In the past year, we hosted nearly a dozen “Marquee” programs (Abby Cox, Mayor Mendenhall, Chief Brown, Jim Olsen, Brandon Fugal, etc.) yet our attendance in recent months has been disheartening:
Date | 7/30 | 8/6 | 8/13 | 8/20 | 8/27 | 9/10 | 9/17 | 9/24 | 10/1 |
Attendees | 42 | 46 | 30 | 27 | 52 | 43 | 32 | 37 | 35 |
Club % | 27% | 29% | 19% | 17% | 33% | 27% | 20% | 23% | 22% |
While we’ve had valid speakers of the ilk we need to continue booking, 1-2 speakers/month should be able to attract 50% attendance (75-80 members). When we attract top-tier speakers, our guest counts and retention soar. I am committed to making this a priority in collaboration with our Executive Director.
Finally, Watch Membership and Service Explode:
While we should always strive to grow our membership, it’s crucial that we first establish the three preceding ingredients. Each of these elements interconnects to create a thriving, vibrant club. If we neglect any aspect, we risk losing the momentum we’ve been building. Club 24 is an essential pillar of our community, and we owe it to ourselves and to those we serve to ensure its vitality.
While we should always strive to grow our membership, it’s crucial that we first establish the three preceding ingredients. Each of these elements interconnects to create a thriving, vibrant club. If we neglect any aspect, we risk losing the momentum we’ve been building. Club 24 is an essential pillar of our community, and we owe it to ourselves and to those we serve to ensure its vitality.
I truly value your candid feedback and support as we embark on this journey together. Let us draw on our rich history and shared vision to build a brighter future for the Rotary Club of Salt Lake City.
Together, we can restore our club to its rightful place as a beacon of service and fellowship in our community.
Warm regards,
Spencer Ferguson
President, Rotary Club of Salt Lake City
President, Rotary Club of Salt Lake City