Across England, many golf clubs are enjoying buoyant demand. Full membership remains strong, yet some clubs are still turning to full membership offers in an attempt to stand out.
Discounts, “no joining fee” deals, and limited-time promotions can generate a short-term spike in new members — but are they sustainable? For decision makers, the real question is whether these offers protect long-term value or trigger a dangerous race to the bottom.
Clubs often lean on incentives to boost membership numbers. Common examples include:
These full membership offers grab attention and may deliver an initial influx of members. But they also create risks — particularly when other clubs follow suit.
Introductory deals rarely match the true cost of membership.
The problem arises when members face the full rate in year two. Some stay — but only if they’ve already built strong habits and connections. Many leave — moving on to the next club with a better offer. This churn creates a “revolving door” effect. The headline numbers look good in year one, but renewal rates tell a different story.
Even if your offer is attractive, what if your competitor offers a better deal? Clubs in the same catchment often copy one another, pushing prices down in a cycle that benefits the golfer in the short term but undermines the financial stability of the clubs themselves. In the worst cases, it devalues the idea of membership altogether — turning it into a commodity based on price, rather than a relationship built on value and experience.
Are These Golfers Loyal?
The biggest danger of heavy full membership offers is that they attract “price-sensitive” rather than “club-loyal” members. Loyal members join because they see value in the club, its facilities, and its community. Price-sensitive members join because of a deal — and will likely leave when another comes along. When loyalty is based purely on discounting, your club becomes just another option rather than the place to belong.
If a club plugs short-term gaps with discounts, the cycle often repeats itself the following year. More offers are needed to maintain numbers, renewals remain weak, and long-term value is lost.
This raises an important question for club managers: is your membership strategy designed for sustainable growth, or are you chasing a short-term bump that creates bigger challenges down the line?
Rather than relying on full membership offers, many clubs are turning to smarter strategies: Flexible membership as a pathway for golfers who aren’t ready for full commitment. Improved onboarding and engagement to boost year-two retention.
Added-value experiences — events, coaching, and community — that create loyalty beyond price. Operational efficiency and automation that frees staff to focus on members, not admin. By focusing on value rather than discounts, clubs protect their core revenue, retain members longer, and avoid a damaging race to the bottom, which nobody really wants to be part of.
Full membership offers can appear attractive, but they risk undermining long-term growth if used as the main driver of recruitment. When offers end, members leave. When competitors undercut, loyalty disappears. The real opportunity lies in building sustainable pathways, offering flexible options, and creating loyalty through experience, not discount.