Q1 Focus: Building a Strategy That Actually Works

Let's be honest... 2025 was tough.

Costs kept climbing. Members kept tightening their belts. What used to be a casual bacon sandwich after nine holes has become a genuine decision for many. And that hurts; not just financially, but culturally.

But I refuse to be negative about this.

A thriving clubhouse isn't a nice-to-have; it's essential to the member experience in golf. It's where friendships form, and as the world moves more towards hyper digitalisation, having genuine human connection in a clubhouse is going to become more and more important. The question isn't whether F&B matters. It's what we're going to do about it.

So here's what I'm advising my clients: use Q1 to build a foundation that will serve you for the next two years. Not a quick fix. Not a panic reaction to next April's cost increases. A proper strategy.

The Q1 playbook

I'm working with clubs right now on a month-by-month approach that builds momentum without unduly pushing already-stretched teams.

January: Fill the calendar

This is your planning month. Get your social calendar locked in. Every quiz night, wine tasting, summer BBQ, and Christmas party should be in the diary and ready to market.

Why? Because an empty clubhouse is expensive, and events are how you fill it when the weather's keeping golfers away.

Don't just list events; think about who each one is for, how you'll promote it, and what success looks like. It's important to have a clear plan for your calendar, reactive planning is tough in peak season.

February: Face the numbers

April 1st is coming, and with it come minimum wage rises, and whatever else the world throws at us. February is the month to get ahead of it.

Review your pricing. Not just "add 5% across the board," but think strategically about where you can add value, where you need to protect margins, and where you might actually be undercharging.

Look at your procurement; are you getting the best deals? Could you consolidate suppliers? This is the unsexy work that protects your margin. No matter how you view F&B at your club, being prudent to support real hospitality is super important.

March: Invest in people

By March, your pricing is set and your calendar is ready. Now it's time to make sure your team can deliver.

Training isn't a cost; it's an investment in consistency. Whether it's service standards, product knowledge, or just reminding people why hospitality matters, March is the month to get your team ready for the busy season ahead.

An empowered team delivers better experiences. Better experiences bring members back. It's not complicated, but it does require intention.

Two frameworks to guide your thinking

I've included two infographics with this newsletter that I use with every club I work with.

The 4Ps: Where to focus first

When something feels wrong in your F&B operation, the problem will fall into one of four buckets:

People – Do you have the team to deliver consistently? Can you hire and keep talent?

Product – Does your food and drink live up to the golf experience? Is the menu tired?

Profitability – Do you actually know where you're making or losing money?

Partnership – Are the board and operations pulling in the same direction?

This framework helps you diagnose issues without blame, align everyone from the General Manager to the Head Chef to the board, and prioritise the right fix first.

Which bucket needs the most attention at your club right now?

The Strategy Loop: Building a complete picture

The second framework is what I call the Strategy Loop; six questions that form the backbone of any F&B strategy worth having:

Mission – What is F&B actually for at your club? Is it a service, a break-even operation, or a genuine profit centre?

Environment – Does your space reflect your standing? Are you maintaining the asset or slowly stripping it?

Experience – Is your offer deliberate; or just accumulated over time?

Costs – Do you understand your numbers? Labour, procurement, GP by category?

Empowerment – Are you investing in your people? Training, leadership development, building a genuine culture?

Metrics – Do you know what success looks like? Does your team know what great looks like for them?

These six elements don't exist in isolation; they feed into each other. Get them right, and you have a strategy that works.

The bottom line

The clubs that thrive over the next two years won't be the ones with the biggest budgets or the fanciest kitchens. They'll be the ones who used January to think, February to plan, and March to prepare.

Strategy isn't just for the board. It's for everyone who touches the member experience.

And it starts now.

Want to talk strategy?

I offer Power Hour strategy calls; 60 minutes to work through your biggest F&B challenges and leave with a clear action plan. There is a hyperlink to book at the bottom.

And finally... from me and the whole Hospitality in Golf community, wishing you and yours a very Merry Christmas.

Thank you for reading, for your support throughout the year, and for caring about making our clubhouses better places to be.

Here's to a brilliant 2026.

If you'd like dedicated time to work through your club's F&B challenges, book a Power Hour Strategy Call. One hour, focused on your situation, with benchmarking, guidance, and a clear action plan to take away. £245 + VAT.