Club Trends: A New Outlook for 2020

individual players. Flags should not be touched for any reason. No on course amenities Phase Three (New Normal): Facility is fully opera- tional. No restrictions. Enhanced sanitation protocols. CHANGING PERSONAL AND SPENDING HABITS The lockdown has changed behavior in many other ways. “Clean comes before green,” says Alison Angus, Euromonitor’s lifestyle head of research. The demand for reusable products has gone down due to concerns of cleanliness while disposable product demand has increased. Locally produced goods are more popular as communities strive to keep their businesses afloat and as they are perceived to be in less people’s hands. Privacy concerns have decreased as more people embrace online shopping, and increased trust in robots, particularly no-touch voice assistants as they provide a hygienic way to complete tasks. HOME AS A NEWHUB As millions of office workers navigate the work-from-home experiment, it’s likely that remote work will be here to stay. With virtual meetings and platforms for videoconferencing like Zoom, Facebook and Microsoft Team Meetings, the transition to working from home has allowed management to communicate regularly with employees. The home has become a hub for virtual social gatherings as well. Additionally, the home is becoming a viable venue to exercise, cook, learn and work (“See Ready or Not, Here Zoom Comes” on page 18). The multifunctional home plays a key role during the pandemic lockdown. Access to broadband and a place to work separate from play (especially for families with young children) can be challenging. Additionally, high-cost metropolitan areas could see a population decline as already exhibited in the country’s three largest population centers: New York, Los Angeles and Chicago saw the number of residents decline, reports Brookings Institution Demogra- pher William Frey. The suburbs, with larger homes and easy to access outdoor spaces may look more desirable in the coming months. TRAVEL ANDTOURISM IMPACT Travel may experience a variety of changes. Overall, many hotel experts believe that travelers will consider safety more prominently, avoiding crowds and full flights. Experiences that limit interactions may become more popular, such as smaller hotels, road trips, outdoor activities and private flights for the affluent. EXPERIENCING CHANGE The coronavirus has dramatically altered the way businesses operate and individuals interact, leaving an uncertain future for billions globally. While much is unknown, effectively responding to these changes will provide the best chance to successfully emerge from this crisis and enter a new normal. Source: McKinsey & Company Leadership’s Response to COVID-19 McKinsey & Company has proposed “5 Horizons” that leadership should consider as they reopen their businesses. Address the immediate challenges that COVID-19 represents to the workforce, customers and partners. Resolve employee, customer, supply chain, immediate liquidity and technology concerns. Address near- term cash management challenges and broader resiliency issues. Create a detailed plan to return the business back to scale quickly. Re-imagine the “next normal”—what a discontinuous shift looks like, and implications for how the institution should reinvent. Be clear about how the environment in your industry (regulations, role of government) could evolve. RESILIENCE RESOLVE 1 RETURN 3 REIMAGINATION 4 REFORM 5 2 Club staff connect with members through remote events. Photos courtesy of Pelican Isle Yacht Club | Summer 2020 6

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