The £11 Breakfast Reality Check

I was working with a club earlier this week, chatting to a couple of long-standing team members. They mentioned the complaints they keep hearing from members: "Why would I pay £11 for breakfast here when I can get breakfast and tea on the High Street for £6.50?"

I said I didn't think that was true. I checked… It was actually more expensive than the golf club. And that's before member discount.

I'll be honest... this made me pause.

Not because the member was wrong to question value. But because this conversation happens everywhere, and I think we're missing the bigger picture entirely.

When familiarity breeds contempt

Many members have genuinely lost touch with what it costs to produce food and beverage these days. I wouldn't criticise anyone for that; food inflation has been brutal, and keeping track isn't exactly anyone's hobby.

However, that doesn't mean golf club leadership can accept that criticism at face value.

The frustrating bit? These same members will happily drop £75-£100 per head at a restaurant without blinking. Yet somehow, £11 for breakfast at their club feels excessive.

I get why that winds up GMs. Believe me, I'd feel exactly the same.

The aspiration gap

The reality is, familiarity breeds contempt. That place where you grab a quick sandwich after your round... it's not aspirational enough for many members to want to eat there outside of those confines.

And you know what? You might have to accept that.

Your clubhouse isn't trying to be The Ivy; but it also can't survive by comparing itself to the local greasy spoon café either.

The fundamental choice

This all comes down to something I bang on about constantly; you need to be crystal clear about whether you're running a service for your members or running a business. These two models are fundamentally incompatible.

You can't have downward pressure on pricing, member discounts… AND expect restaurant-level profitability. The maths simply don't work.

Pick your lane. Understand your costs. Price accordingly.

Stand behind that product, whatever it is.

If you want your golf club catering to be more aspirational... you're going to need to generate a small surplus for reinvestment.

Here's the thing: with member discount, you're probably already cheaper than the High Street anyway. Holding your price even lower just because you're looking over your shoulder is going to cause you problems.

Your pricing might be lower, but there's still scope for a quality value proposition and even a very small surplus at the end of it. The golf club is already covering your operational costs; and there's no profit pressure like a commercial restaurant.

And that surplus? That's what protects against product erosion. That's what lets you maintain standards instead of slowly cutting corners until nobody wants to eat there anymore.

The price comparison trap

I've never been much of a believer in price comparisons anyway. They're a race to the bottom, and unfortunately, many members don't understand or appreciate that.

You have to stand behind your quality. Know your costs. Set your goals. Price accordingly.

Because competing on price alone? That's a game you'll never win.

What's the biggest pricing pressure you're facing at your club right now? Hit reply and tell me - I read every response.

Quick one — if you’ve not done this yet, my scorecard helps you spot gaps across guest experience, costs, and day-to-day ops. Takes a few minutes and you’ll get a proper report at the end.