In the latest piece of a new series, we speak to The Revenue Club’s Rob Corcoran on data, pricing and unlocking revenue growth.
From the way clubs make strategic decisions to how courses are maintained and members are engaged, technology is reshaping every corner of the game.
In this series, we will explore the innovations redefining modern golf operations and what they mean for clubs, professionals and players alike.
We will look at:
- Data-driven decision making, examining how clubs are using real-time insights to guide everything from pricing and participation to retail performance and coaching outcomes. Smart data is no longer a luxury, it is becoming essential to staying competitive.
- Smarter operations and automation, where integrated software, booking systems and AI-powered tools are streamlining administration, freeing up staff time and improving profitability.
- Groundbreaking agronomy and maintenance technology that transforms sustainability, efficiency and playability, from GPS-guided machinery to advanced irrigation and turf analytics.
- Member experience and engagement technology, where apps, personalisation tools and digital communication platforms are helping clubs build stronger, longer-lasting relationships.
In this second installment, we’re in conversation with Rob Corcoran, Director at The Revenue Club about how clubs can better use data, pricing strategy and digital tools to maximise revenue without compromising the member experience.
Can you start by explaining what The Revenue Club does and how you work with golf clubs?
We help golf clubs to generate revenue from their existing technology. Having worked in the online tee time market since 2011, we could see that golf courses weren’t using their tee sheets and digital marketing channels to their full potential.
Through the implementation of dynamic pricing, digital marketing and customer relationship management, our golf club customers benefit from significant increases in income, without disrupting their membership base.
How is technology currently changing the way golf clubs operate day-to-day?
One massive benefit of club management software is that it gives golf course operators the ability to be more flexible with their pricing structures. Where historically they would have employed a flat pricing model for the whole season, it is now very simple to implement multi-channel rate structures that are based on anticipated course utilisation.
If demand changes, the prices can easily be adjusted so clubs are in a position to make the most of revenue opportunities in constantly fluctuating trading conditions. When systems are used properly, there is also an abundance of data in reporting suites that can inform better financial and strategic decisions.
What are the biggest operational challenges club managers face today that technology can help solve?
Participation is at an all-time high and tee sheets are busy with member play, which is a good problem to have. The challenge in some cases is limited capacity to sustain or increase visitor revenue.
By monitoring playing patterns through course utilisation reports, technology can highlight where to target revenue growth and where to protect member access.
It also enables more accurate pricing decisions. By tracking how web traffic converts to bookings, clubs can adjust pricing accordingly. For example, consistently high conversion rates can indicate that prices could be increased without negatively impacting revenue.
How can golf clubs use technology not just to save time, but to generate new revenue opportunities?
Driving tee time bookings online creates efficiencies by reducing phone calls and manual processes. Online prepayment also saves time for pro shop staff and shifts financial risk to the customer.
It improves data collection too, allowing clubs to remarket effectively and drive repeat business.
Targeted marketing of visitor play can also create a strong pipeline of future members. Clubs that embrace evolving marketing channels and combine them with clear pricing strategies and strong calls to action are consistently ahead of their competitors.
Many clubs worry about complexity when introducing new systems. What advice would you give managers looking to adopt new technology successfully?
There is a considerable amount of support available from software providers, along with a wide range of online training tools.
If clubs don’t have the time or expertise internally, there are organisations that can provide specialist support. Engaging with these partners gives clubs access to subject matter expertise focused on delivering results.
Looking ahead five years, what role do you think technology will play in shaping the modern golf club?
As operating costs continue to rise, improving manpower efficiency will remain a key focus.
Better system utilisation will support operational efficiency, while digital marketing channels will continue to evolve. Increased automation across both areas will allow clubs to operate leaner teams while maintaining strong service levels and visibility in the market.
Many golf clubs still price tee times and memberships using traditional models. How can data and technology help clubs optimise revenue more effectively?
Our data shows that online revenue increases by an average of 77% when dynamic pricing is implemented. While some clubs see it as complex or potentially unpopular, it is becoming standard practice due to the clear revenue benefits.
By identifying high-demand periods, clubs can increase rates to maximise yield. A considered approach using data analytics, competitor benchmarking and utilisation trends can create a pricing model that supports both revenue growth and member satisfaction.
What are the most common revenue opportunities clubs are currently missing because they aren’t using data intelligently?
A common missed opportunity is limiting online tee time availability to short booking windows.
Many customers are willing to pay more when booking well in advance for golf trips or special occasions. By opening tee sheets earlier, particularly during quieter periods, clubs can secure revenue ahead of the season.
Identifying low member usage times, making them available early, and marketing them effectively can unlock significant additional income.
Key Takeaways
- Data-led pricing is replacing fixed models, allowing clubs to respond to demand and maximise revenue.
- Online booking and marketing create both efficiency and stronger repeat business opportunities.
- Better use of existing systems can unlock significant untapped revenue without increasing capacity.
