. 74.61% of golf courses report having had a neutral, profitable, or very profitable economic result during 2022.

. In a survey conducted in 2019, prior to the pandemic, 57.41% of Spanish golf courses stated that they were not profitable.

The Spanish Association of Golf Course Managers (AEGG) has promoted the development of a study that includes most of the management indicators that are normally used for the management of a golf course, resulting from which almost a third of Spanish golf courses have improved their economic situation in the last three years.

ACCESS to the Study below, in the Related Links section.

The same study indicates that 74.6% of Spanish clubs had a neutral, profitable or very profitable economic result during 2022, while 25.4% are declared as unprofitable companies.

Given that, in a survey conducted in 2019, prior to the pandemic, 57.31% of Spanish golf courses stated that they were not profitable, this means that the economic situation has improved for 31.91% of them in this three-year period.

The AEGG believes that this type of study contributes to valuing the work and professionalization of the golf course manager, sharing knowledge that is useful for all its members and for Spanish golf in general.

The ultimate goal of the study prepared by the AEGG is to innovate and improve the management of the sport of golf. The conclusions drawn from the general data and the analysis of income and expenses are presented below:

CONCLUSIONS GENERAL DATA

. The 85% field does not exceed 1,500 members.

. A 71% course has 18 holes. And an 11% course has 9 holes.

. A 75% of fields have had more than 30,000 departures in the last year.

. 73.5% of the courses have a 26% of player departures by members or season ticket holders.

. 82.4% of the fields has 90% of the staff employed on a permanent basis.

. The number of employees per field ranges from 10 to 40.

. An 82.5% field has a budget of less than 3 million euros. Only a 12.4% field has a budget of more than 5 million euros.

. Management of the catering service: 62% outsourced, 33% direct management and 5% mixed.

. Best practices: Adaptation, planning, and anticipation are the key elements in these

The last two years have been the most important for most managers. Digitalization, Sustainability, and Innovation follow.

. 74.61% of the fields have responded that they have had a neutral, profitable or very profitable result.

CONCLUSIONS ON REVENUE ANALYSIS

. 83% of the courses do not exceed 3 million euros in revenue.

. Income from the quarter of clubs: A 57% between 10,000 and 80,000 euros/year.

. 75% of the fields have had a balanced or positive result. And 25% have had deficit results.

. Under 18 years old: Very few, in 70.8% of fields they do not exceed 10%.

. Over 65s: In 38.3% the percentage of over 65s exceeds 40%. In 60% it exceeds 30%.

. Entry fee: A 41.7% has an entry fee of less than 2,000 euros. A 14.6% has no entry fee.

. Total revenue from fees: For 47.6% of the fields, revenue from fees represents between 40% and 70% of their total revenue.

. Average green fee for visitors: At a 75 % course, it is less than 70 euros.

. Sponsorship income: In a 58%, this amounts to less than €10,000/year

. Income from golf schools: Half of the income is between €10,000 and €40,000 annually. Management is external in 42% of cases, internal in 40%, and a combination of both in 18% and 3% of cases.

. Income from buggy rentals: 31.6 % has earned more than 10,000 euros.

. The price of the restaurant menu: a 62%, has a weekday menu between 15 and 25 euros.

. On weekends, a 55% has a set menu for between 20 and 30 euros. A 7% only offers à la carte options.

CONCLUSIONS ON EXPENSE ANALYSIS

. Personnel costs as a percentage of total expenditure: A 61% figure is less than 45%. A 19.2% figure is between 50% and 55%. Very few exceed 55%.

. Electricity costs: A 60% is between the 5% and the 15%.

. Various measures have been taken to save energy: photovoltaic panels, LEDs, adjusting schedules, changing electricity companies…

. Gas expenditure: For 77 %, it represents a lower expenditure than 5% of the total expenditure.

. The most common cost-saving measures involve replacing the boiler.

. Water Expenditure: For 47% of the clubs, this represents less than 5% of the total expenditure, and for 24%, between 5 and 10 %. This is where the most improvement actions have been carried out.

. Fertigation Actions:

Disable irrigation in the practice field.

Reduce rough irrigation.

Irrigation with recycled water.

Naturalization of fields.

New desalination pumps.

Improvements to irrigation pipes and sprinklers.

Limit the playing field by creating desert zones.

Installation of more precise irrigation programs.

SOURCE: Spanish Association of Golf Managers