Two Golf Club Captains walk in to a golf club bar ...


It sounds like the start of a joke doesn’t it, but think for a minute about that scenario. Those two Club Captains would compare experiences, and inevitably this would turn to comparing performance at their respective clubs. 

But what exactly would they compare? 

The price of their open days, the cost of fish and chips, free coffee refills, a member’s guest rate or perhaps the number of greenkeepers they employ? 

They may return to their respective clubs with a new vision of what good looks like, and how they may want to be more like the club down the road. 

In reality, none of these topics discussed truly evaluate the financial performance at their clubs, and until now our industry has not helped Office Bearers to evaluate performance in a business-like manner. This has often led to much wasted time around the board table and I am sure much frustration amongst those who strive to run their clubs in a more business-like fashion. 

There is now however a common set of metrics, financial indicators and critical industry ratios that are specific to golf that we would like to introduce to you. 

At this year’s National Conference, GCMA has invited us to share our Barometer Report with you, which now includes data from a further 38 GCMA Members, taking the total to over 90 UK private members clubs. This Barometer will help you and your fellow decision-makers to analyse and compare the right things, and put you in the driving seat when it comes to informed decision making.   

We look forward to supporting you in your analysis of your clubs performance and answering any questions you may have. 


The report is personalised to your club and provides illuminating  insight in to a manageable number of key performance indicators :

  • Nationwide data such as green fees, subscription rates & membership numbers;
  • Sources of income, sources of expenditure, and the impact of them on the club’s ability to thrive;
  • Comparisons against national data and clubs of similar size. 
  • Typical resignation levels depending upon size of club;
  • Benchmarks for cash reserves, and typical debt levels at clubs of different sizes;
  • Typical Food and Beverage Gross Profit ranges.

Take this opportunity to move your club from emotional decision making to data driven decision making, and in doing so establish yourself as the person with the greatest knowledge of the industry in your boardroom.  


Becoming a part of this Industry Analysis and Benchmark is simple. 

There is minimal effort required to become involved and with every extra club our insight becomes even more robust and informative to you and your Management Committee. 


You simply provide a copy of your year-end audited accounts along with the answers to these straightforward questions about your club's operation for that period: 

  • Number of golf holes at your facility
  • Standard Midweek (Summer) Green Fee
  • Annual (full) member subscription rate
  • Cost to a member to bring 3 guests midweek
  • Approximate revenue from members guest fees
  • Total number of full (only) adult members
  • Total number of full (only) adult members lost (not net loss)
  • Did you outsource your food operation? Y/N
  • Did you outsource your beverage operation? Y/N
  • Total leasing payments made in that financial year
  • End of year total cash balance
  • Total debt (commercial loans only)

Your data is confidential, and your club’s figures will never be revealed to any other party.

There are 2 ways that you can become part of this Industry Analysis & Benchmark Tool. 

1 - Basic Level

After an initial exchange of emails we will benchmark your accounts in line with our strict protocol. 

We will then provide you with an up to date copy of this generic Barometer Report plus a further 4-page report containing your club’s data for each of the Key Performance Indicators included within the National Report. This will reveal the position at which your club sits:

  • Compared to all the clubs in the current analysis
  • Compared to all of the clubs in your tier (based upon your SMGF)

2 - Full Personalised Report

First, CCL will contact you regarding any element of your club accounts you would like to discuss before we begin our benchmarking process. We will also request a copy of your club logo for inclusion in the materials we will provide to you, and schedule a further call with you to discuss the Full Personalised Report that we we provide.

With this enhanced service you will then receive a Full Personalised copy of the Barometer Report which contains not only the generic information you have seen, but also specific pages dedicated to your own club’s data.

Your club’s data will be illustrated within your personalised report:  

  • Compared to all the clubs within the current analysis
  • Compared against all of the clubs in your tier, based upon your Standard Midweek Green Fee

These illustrations will also be provided within a personalised PowerPoint presentation so that you may choose to share some, or all of this information with your Management Committee, or to a wider audience, for example at a Club AGM or information evening.

Finally, when you are in receipt of this material, we will hold our scheduled call to answer any questions you may have, and provide even greater analysis in the following areas: 

  • Departmental Payroll comparisons
  • Food and Beverage Franchise Analysis
  • Golf Operations Review including the impact of Member’s Guests
  • Typical club expenditure in areas such as Insurance, Audit Fees, Marketing Costs and Leasing Payments.

During this call we can also provide comparisons against a data-set of clubs who are even closer to your own size. 

To join this analysis, simply contact Kevin at or call 07388 324 558.