Across the UK, many clubs are already planning their next round of golf membership price increases. Rising staffing costs, supplier price rises, utilities volatility, national insurance changes and the ongoing effects of inflation have placed significant pressure on club finances. When costs rise everywhere, it’s logical to consider how membership revenue can keep pace.
However, while golf clubs are certainly feeling the squeeze, so are members. Disposable income has tightened, inflation has affected household budgets and many golfers are reconsidering how they spend both their time and money. Before applying another blanket increase across every category, it’s important to understand the broader implications — and whether there is a smarter alternative.
The list of rising costs is not new to club managers. Minimum wage increments have affected payroll budgets, particularly across bar teams, hospitality, greenkeeping support and the pro shop. Supplier costs have increased due to inflation in food, drink, fuel and fertiliser. Utilities remain unpredictable and higher than historical norms. Add national insurance changes on top, and the financial strain becomes clear.
Faced with this, a blanket 5–10% increase to membership fees appears simple, fair and administratively straightforward. Yet simplicity isn’t always the best strategy.
Blanket golf membership price increases can carry unintended consequences. For some members, affordability becomes a genuine issue and golf — for all its enjoyment — is still a discretionary spend. When budgets tighten, golf is often the first luxury to go. A price rise can therefore trigger resignations that outweigh the additional revenue created.
There is also the question of value perception. When fees increase, expectations follow suit. Members may begin to ask whether they are playing enough to justify the cost. If the answer is “probably not”, loyalty softens. On top of that, the competitive environment matters. If a nearby club chooses not to increase their pricing — or resort to introductory offers — more price-sensitive golfers may choose to move.
The irony is that a price rise intended to protect revenue can actually result in less income, not more.
Instead of pushing the same increase onto every member, clubs can take a more nuanced approach by introducing a flexible membership category. Rather than forcing golfers to decide between a full membership or nothing at all, flexible membership provides a viable middle ground.
This membership type suits golfers who love the club environment but cannot play regularly due to work and family commitments. It keeps them connected, engaged, and spending — instead of resigning altogether. Crucially, flexible golfers tend to play at very different times to full members, often later in the afternoon, filling quieter parts of the tee sheet rather than competing for prime weekend slots.
Flexible golfers are rarely your prime 8am Saturday cohort. Our data shows that almost 80% of flexible members choose to play after 1pm and typically during the working week. Many are busy professionals or parents with limited availability. For them, a full membership often feels unjustifiable. Flexible membership allows them to continue their journey in golf in a way that fits their lifestyle today.
Importantly, circumstances change. Children grow up, careers become less intense and leisure time increases. When that happens, many flexible members transition naturally into full membership. Instead of losing a golfer completely, you have a pathway that keeps them inside your ecosystem.
Ravensworth Golf Club recently reflected on their first year working with PlayMoreGolf. After introducing a flexible membership category, they saw over 25 new members join who would not have committed to a full membership. These golfers integrated into club life, played regularly and helped drive bar, catering and pro shop revenue. Retention improved as well, supported by ongoing communication, data insights and engagement strategies.
Most importantly, flexible membership complemented their traditional categories rather than competing with them. Their offering now supports every type of golfer — not just those with limitless time.
In a landscape where fuel, food, mortgages and childcare costs continue to rise, golf must compete for a place in the household budget. A straight price increase risks forcing members to reconsider their spend. When you create a flexible pathway instead, you give golfers more reasons to stay rather than excuses to leave.
In other words, you’re diversifying membership rather than inflating it.
Blanket golf membership price increases may feel like the natural option, but they often carry more risk than benefit. Instead of raising prices across the board, consider broadening your membership proposition. Flexible membership allows clubs to attract new audiences, retain price-sensitive golfers and create a natural pathway into full membership when life allows.
At a time when everything else is going up, offering flexibility could be the difference between retaining members and losing them entirely. Sometimes, the smartest way to protect revenue is not by increasing full membership costs — but by keeping more golfers in your club.