The data insights from running 6 polls on golf club F&B

I've been running polls lately; not to prove anything, just to listen.

Six polls over a few weeks. More than 400 votes. The biggest thing wasn't any single answer… it was how consistent they were.

Let me walk you through what I learned.

Experience vs Cost

I asked a simple question: what matters more to your club; member experience or controlling costs?

57% said member experience. 43% said cost control.

Now, I'll be honest; I expected this split. What I didn't expect was how uncomfortable the conversation became in the comments. Most clubs say they prioritise member experience, but the metrics they track tell a different story. GP percentages. Labour ratios etc, Bar Card Spend.

These aren't bad metrics. They're just restaurant metrics. And if you're measuring like a restaurant, you'll inevitably start thinking like one too.

The point being… there's a tension here that most clubs haven't resolved. They want to deliver a service experience whilst being measured on commercial outcomes. And that tension, left unaddressed, tends to pull everyone in different directions.

Quality vs Price

This one surprised me.

I asked whether members prioritise quality or price when it comes to F&B. 92% said quality. Just 8% said price.

Ninety-two percent.

And yet, how often do we hear "we can't charge that here" or "our members won't pay for it"? There's a disconnect between what we believe members want and what they're actually telling us they value.

I think what gets missed in these conversations is that quality isn't just about ingredients or presentation; it's about consistency, care, and the feeling that someone has thought about you. Members notice when things are done well. They notice when they're not.

If 92% of your audience values quality, the question isn't whether you can afford to deliver it. It's whether you can afford not to.

Menu Size

I asked how many main courses a golf club menu should have. The results were clear:

57% said fewer than 10 options. 38% said 11-20. Just 6% said more than 20.

This is ancient stuff, really. Smaller menus mean fresher ingredients, better execution, less waste, and clearer identity. A tight menu forces you to be good at a few things rather than average at many.

I'd urge you to think about what your menu is actually trying to say. Is it a catch-all that tries to please everyone? Or is it a confident statement of what you do well?

The clubs getting this right aren't offering less because they're cutting corners. They're offering less because they understand that focus is a feature, not a limitation.

Leadership Structure

I asked who should lead F&B operations: the Head Chef or an F&B Manager?

68% said F&B Manager. 32% said Head Chef.

This one sparked debate, and understandably so. Both roles are essential. But the distinction matters.

The Head Chef runs the kitchen; the standards, the consistency, the craft. The F&B Manager oversees the experience; the flow, the team, the member relationship. When these roles are clear, they complement each other beautifully. When they're not, you get turf wars and confusion.

I think the vote reflects a growing recognition that hospitality leadership isn't just about food. It's about orchestrating an experience, and that requires someone whose focus extends beyond the pass.

The Discount Question

This one was interesting. I asked which approach members would prefer:

A 20% discount with food at 70% gross profit, or a 5% discount with food at 65% gross profit.

75% chose the 20% discount at 70% GP. Only 25% chose the smaller discount with the lower margin.

The maths, of course, is roughly equivalent. But the perception isn't. Members feel the discount more than they feel the margin. The lesson here isn't about pricing strategy per se; it's about understanding that value is emotional as much as it is rational.

When you think about that for a moment, you realise how powerful it is. The way you frame an offer can matter more than the offer itself.

What It All Means

So, six polls. More than 400 votes. What's the takeaway?

People aren't confused about what good looks like. Far from it.

The answers were remarkably consistent: prioritise experience, focus on quality, keep menus tight, clarify leadership, and understand that perception shapes value.

The challenge isn't knowledge. Clubs know what good looks like.

The challenge is alignment; getting the board, the team, and the day-to-day operation all pointing in the same direction. That's where things get stuck. That's where the tension lives.

If you're a General Manager or a board member reading this, I'd encourage you to ask a simple question: do our metrics reflect our priorities? Because if you say you care about member experience but only measure cost, you're sending mixed signals. And mixed signals, over time, create drift.

Thanks to everyone who voted. You've given me a lot to think about.

If you're wrestling with any of this; the strategy, the structure, the alignment question… that's exactly what I help clubs work through. You know where to find me.

Tony

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.