Navigating Golf Club Software—A Framework
for Golf Club Managers and Decision Makers
Published by Golf Genius – the leading provider of cloud-hosted golf software solutions in association withcloud-hosted golf software solutions
A 2025 Golf Club Software Technology Report
B Golf Club Software Ecosystem Audit Tool
C Total Cost of Ownership Calculator
D Request for Proposal (RFP) Template
E Supplier Evaluation Matrix
FOREWORD
Software decisions are no longer just operational—they are strategic and vital to the long-term success of your golf club. With the right tools in place, golf clubs will streamline their operations, lift the overall experience for golfers and improve performance. Yet in a landscape full of choice and complexity, we’ve heard loud and clear from club managers that they want practical guidance. That is the goal of this paper.
In early 2025, we launched our first annual survey report on golf club software technology—developed in collaboration with Players 1st, GCMA, SCMAE, CMAI, UK Golf Federation and Golf Club Secretary. The response to that report has been remarkable, particularly from golf club managers, who felt it had broadened their understanding of current club software.
One of the most important insights to emerge from the report is how the industry is moving beyond the “all-in-one” model towards suppliers that have specialised in one or two areas. With the rise of modern APIs and integration standards, these “best-in-breed” solutions can now be woven together, giving clubs the benefits of systems that are both “a mile wide and a mile deep.”
The report and this paper are part of a broader investment we’re making into the industry; helping club managers make informed, confident decisions about their
software ecosystem. Whether you’re considering change or simply reviewing existing systems, this resource offers a structured framework and supporting resources to guide you on that journey.
At the same time, Golf Genius is deeply committed to advancing our own technology. As the leading provider of golf software solutions, we are investing heavily in our products and third-party integrations— because we believe that fully integrated, ‘bestin-breed’ systems offer clubs a better choice based on flexibility and performance, so that they are equipped to meet the demands of modern club members and golfers.
No two clubs are exactly alike. But the need for smarter, more integrated solutions is shared by everyone. We hope this paper helps you ask the right questions, evaluate your options with confidence, and ultimately make decisions that benefit your club and your members.
This is just one step in an ongoing partnership. We’re here to support you on the road ahead.
Mike Zisman Founder & Executive Chairman,
Golf Genius
Royal Dornoch Golf Club
EXECUTIVE SUMMARY
This framework offers UK & Irish golf club managers with a structured and evidence-based guide to assessing and implementing club software. Leveraging insights from the 2025 Golf Club Software Report, it outlines how clubs can identify their needs, choose the right providers, and correctly implement software that fits their own operational objectives.
Royal Norwich Golf Club
The Evolving Golf Club Software Market INTRODUCTION
Software is a core operational asset that directly shapes the success of a golf club. The right systems don’t simply streamline administration; they enhance the member experience, unlock new revenue streams, improve staff efficiency and provide the data needed to make smarter business decisions. Ultimately, software now determines how effectively a club can meet rising golfer expectations and compete for new members.
In the early stages of technology adoption during the early 2000s, many clubs turned to ‘All-In-One’ solutions because needs were unclear, budgets limited, and simplicity felt safer than combining multiple products. At the time, members had modest digital expectations and clubs were only beginning to explore what technology could deliver.
Fast forward 25 years and that logic no longer stands. As demands have grown across many different areas such as POS, tee sheet, billing and tournament management, it has become impossible for any single provider to remain best-in-class in every area. As a result, managers are re-evaluating their software environments with greater urgency.
Technological literacy has improved, and members—especially younger demographics—expect seamless, digital-first experiences. This shift is not about novelty; it reflects the reality that software is central to the modern golf club, and that integrated ‘Best-In-Breed’ solutions are now essential to delivering efficiency, strategic flexibility and high-quality services that members demand.
“
“We
want to empower our members with the knowledge needed to navigate the software landscape effectively. In doing so, we are laying the foundation for golf clubs to make objective, informed decisions. That alone is a reason to be supporting this project.”
“
Tom Brooke CEO, Golf Club Managers Association
Balancing Technology With Tradition
It is often said that tradition is one of golf’s greatest strengths—and also one of its greatest challenges. For decades, golf clubs have leaned into tradition, maintaining long-standing operational practices and governance models that, while familiar, can hinder innovation. Committees, typically comprised of volunteers or senior members, may understandably prefer to stick with systems that have “always worked.”
Yet the landscape is changing. Members today—particularly those in younger cohorts—expect a digital experience that matches what they see elsewhere, such as in hospitality, travel, and retail. They want to book tee times from their phones, receive tailored communications, and enter competitions quickly and easily. Golf clubs that resist adapting risk alienating these members, thus limiting future engagement and revenue.
Importantly, embracing technology does not mean discarding decades of tradition. On the contrary, modern software solutions are increasingly able to preserve the ethos and culture of a club while enhancing service and operations. Golf club managers are no longer being asked to choose between tradition and technology—they can now have both, and software can be the tool that connects them.
The UK market is currently dominated by four providers controlling 70% market share. However, 66% of clubs are actively considering alternatives, and 57% want external help. This reflects dissatisfaction and a growing recognition that new, integrated solutions can deliver better outcomes.
It is virtually impossible to find a one-size fits all approach solution for golf clubs. I think most technology does a really good job, but I believe it is through integrations and specialist software providers that we find the gains needed to elevate our golfer’s experience and improve our own working lives.
Chris Williams General Manager, Hillside Golf Club
Hallamshire Golf Club
Why Change? If It Ain’t Broke... Or Is It?
Change in any organisation is rarely driven by convenience. More often, it emerges out of necessity—an accumulation of inefficiencies, frustrations, or missed opportunities that eventually demand a new approach. In the context of golf software, many clubs find themselves adapting not because their systems have failed catastrophically, but because they have not been able to develop in order to meet their evolving needs.
According to the survey, nearly half of all respondents said their current software solution no longer met their requirements. These aren’t clubs in crisis—they’re clubs striving to improve. The gap may be in integration, reporting accuracy, user experience, or member communication. Sometimes the cost is measured not in dollars but in lost time, unhappy staff, or disengaged members.
The message is clear—clubs are evolving their approach to software to futureproof their operations and ensure they are servicing the modern expectations of the digitally savvy golfing consumer.
Because there isn’t a ‘one-size-fits-all’ solution available, I’d strongly advise every golf club to be more inquisitive about their current suppliers, otherwise they can never expect to improve what they do.
James Glover General Manager, Hallamshire Golf Club
WEBINAR
James Glover shares his experiences of choosing and implementing software for Hallamshire Golf Club.
CHOOSING THE RIGHT SOFTWARE
Our Step-By-Step Framework
TENDER DECISION IMPLEMENTATION STEP
60+ DAYS
50+ DAYS
Your first step is to build an understanding of key software and suppliers and determine if you want to explore other options.
Download Golf Club Software Technology survey report (APPENDIX A)
According to the 2025 golf club software survey report, which surveyed 134 golf club managers, the process of choosing and implementing software takes 7.43 months. 1 2 3 4
45+ DAYS
60+ DAYS INVESTIGATION
Once signed-off at board / committee level, it is vital to create a low-risk implementation to ensure the software’s early success. ACTIONS ACTIONS ACTIONS ACTIONS
Complete the golf club software audit tool (APPENDIX B) and review your Total Cost of Ownership (APPENDIX C)
Identify / clarify your golf club’s primary objectives
To explore options, you must put the business to tender. You can do this by yourself, but there is a lot of support available to help you.
Create a Request for Proposal (RFP) (APPENDIX D) and begin supplier outreach
Conduct testing and demos with each supplier
Receive fully-costed proposals from the suppliers
After exploring and deciding on a preferred set of options, you now take these to the your committee or board within your golf club for final sign-off.
Identify a draft implementation timeframe with suppliers
Complete a Supplier Evaluation Matrix (APPENDIX E)
Presentation of preferred solutions to committee / board
Phase 1: Staff + Golfer training of solutions.
Phase 2: Collect + relay feedback to supplier for changes.
Phase 3: Preparation for hard launch of solution.
Successfully adopting new software technology at a golf club is not just a procurement decision. It is a strategic initiative that touches nearly every department and every member experience.
For many clubs, the biggest barrier to change is not resistance, but a lack of structure. Without a clear process to evaluate, compare, and implement solutions, the path forward can feel murky.
All-in-One systems may offer simplicity but often lack depth in specialised areas. ‘Bestin-Breed’ solutions—using the best tools
for each individual function—are gaining popularity but integration is key: avoid duplication and ensure data consistency by confirming systems support full or partial API integration.
Reverse engineer your timeline from a planned go-live date and allow 7.5 months total:
• 2 months for Investigation
• 2 months for Tendering
• 1.5 months for Decision Making,
• 2 months for Implementation and Training
FRAMEWORK
STEP 1 Investigation • 60+ DAYS
Acknowledging the need for change does not mean immediately replacing all systems. It means creating space to ask important questions:
Are we using the right tools?
Are our suppliers keeping pace with our needs?
Are there better options available?
Do we have a process in place to assess those options responsibly?
This paper is designed to support clubs as they explore those questions—and begin charting their way forward.
2025 Software Report
To kickstart the process, it is advised that golf clubs and club managers build a better understanding of the current software market. Fortunately, we’ve done that part for them.
In July 2024, six representing trade bodies for golf clubs and golf club managers embarked on a national research project— in association with Players 1st and Golf Genius—to understand how well golf clubs
felt they were currently being served by the Independent Software Vendor (ISV) market.
Through the report, golf clubs can improve their awareness of golf software and take informed steps to implement the best solutions possible at their golf clubs.
(APPENDIX A) Access the 2025 Golf Club Software Technology Report.
Software Audit
After reading the report, clubs must assess their current software set-up. This is where the Golf Club Software Technology Audit comes into play.
3
Total Cost of Ownership (TCO)
Critically, clubs must move beyond the initial face-value cost when comparing solutions. Total Cost of Ownership (TCO) provides a more realistic view of value.
By scoring your importance of core functions—Membership, Tee Sheets, CRM, Competitions, Accounting, and more—and satisfaction with suppliers, clubs gain a tangible snapshot of where their software is supporting them and where it is falling short. For instance, if a club ranks their Point-of-Sale system as important but aren’t satisfied with their current solution, that becomes a natural priority for review.
(APPENDIX B) Complete an objective assessment of your current software.
Licensing and subscription fees are only one part of the picture. The costs of training, support, transaction fees, hardware purchases, downtime during implementation, and the efficiency gains (or losses) from integration must all be considered. Two systems with similar annual fees may deliver vastly different value based on their surrounding costs and fit to a club’s needs.
(APPENDIX C) How to calculate Total Cost of Ownership (TCO) for your golf club. 2
Formula of Total Cost of Ownership (TCO)
“
I want to help the timeless game of golf transition into the digital era. Innovation is vital to the future of the game, making golf more fun for golfers of all ages.
“
Rory McIlroy
Grand Slam Winner + Golf Genius Investor
FRAMEWORK
STEP 2
Tender • 50+ DAYS
With this foundational analysis in place, the process moves toward vendor engagement and decision-making. Clubs are encouraged to engage a small but representative decision group—often the general manager, finance lead, operations teams and relevant department heads. This group should review vendor presentations, test systems where possible, and engage in structured comparisons based on how well each system aligns with the club’s stated goals.
Request for Proposal (RFP)
To initiate a response from suppliers, it is recommended to create a clear brief, often through a Request for Proposal (RFP) document. This helps you to outline:
• A background to your golf club and its objectives
• What you are specifically looking for from a prospective supplier
• Which software you are tendering for
• Your ideal specifications and requirements from the software
• Your budget and timeframes for implementing the software
(APPENDIX D) Create your own Request for Proposal using our template.
The Value of External Support
External advisors can bring much-needed experience and objectivity to the software selection and implementation process. With 57% of clubs open to external help, it is worth engaging a consultant to avoid costly mistakes and fast-track the right solution.
Contact international@golfgenius.com for more information here.
Doing so will ensure you set clear expectations and guidance to suppliers— giving them a stronger chance of aligning their product offering with your stated goals. This exercise also benefits you and your team, as it provides an opportunity to truly reflect and assess what it is you need.
Kilmarnock (Barassie) Golf Club
STEP 3 Decision • 45+ DAYS FRAMEWORK
One of the most important strategic decisions a club must make in modernising its software is whether to pursue an All-InOne (AIO) model, a Best-In-Breed (BIB) ecosystem, or a combination of the two. There isn’t a universally “right” answer. The optimal approach depends on a club’s goals, technical capacity, and willingness to move.
All-In-One Systems “A Mile Wide And An Inch Deep”
The AIO model is appealing for its simplicity. One provider delivers most or all of a club’s tech stack—typically including membership management, point of sale, tee booking, handicapping, and website. There is a single support contact, unified billing, and in theory, fewer integration concerns. For clubs with limited administrative capacity, AIO can offer a reassuring level of cohesion.
However, the AIO approach comes at a cost—namely, depth of functionality. A provider that attempts to cover every base delivers “medium well” tools across the board but fails to excel in any one area. This can be limiting in areas where greater functionality is required to service modern golfer needs, such as tournaments, tee
sheets and mobile apps—areas where specialist providers deliver superior tools.
Best-In-Breed Solutions “Both Wide and Deep”
The BIB model, by contrast, allows clubs to handpick the best solution for each area. One provider may be chosen for POS, another for competitions, and a third for tee sheet. When well-integrated, this model offers greater flexibility and performance. However, it requires careful planning and attention to compatibility—ensuring that data flows seamlessly between systems.
Survey data shows a clear shift toward BIB: 64% of clubs now use multiple suppliers for their software needs, and the majority rely on between 2–4 systems. Golf clubs are becoming incresingly comfortable mixing systems where it leads to better results.
Ultimately, the decision should rest on what provides the best outcome. Clubs should ask: Will this model improve member satisfaction? Will it reduce administration or increase profitability? Will it scale with us as we grow? Those answers—not convenience alone—should drive the decision.
Evaluating Suppliers Beyond the Sales Pitch
Look for continuous improvement, support responsiveness, and integration capabilities. Seek case studies and use structured tools like scoring matrices to make informed, balanced decisions. Innovation should be a key criterion because golf clubs report it is often lacking.
Supplier Evaluation Matrix
This is a decision-making tool that helps organisations objectively compare multiple suppliers based on a consistent set of criteria. It is often used in procurement, vendor selection, and software adoption processes—especially when the decision is complex, high-impact, and involves multiple stakeholders.
In the context of golf club software technology, a supplier evaluation matrix allows club managers to assess each potential software provider across dimensions such as functionality, cost, integration capability, support, and ease of use. Each supplier is scored against these criteria, providing clubs with a structured way to compare them.
(APPENDIX E) Complete our Supplier Evaluation Matrix for your golf club.
Our ongoing partnership with Golf Genius combines the shared expertise and capabilities of our two companies to create the most seamless, integrated solution available to the golf club market. They’re a strong and reliable partner that delivers on their commitments–a trait that has been fundamental to ensuring we deliver impactful technology for our customers in the most efficient way possible.
Brian Smith SVP, BRS Golf Now
FRAMEWORK
STEP 4 Implementation • 60+ DAYS
Once a decision is made, attention must turn to execution. Implementation is where even the best software decisions can falter. The 2025 survey indicates that the average time to review and implement new software is 7.43 months—and yet most clubs begin the process in the final quarter of the year, hoping to go live by spring.
This compressed schedule leaves little room for testing, training, or adjustment. Resultingly, clubs experience friction during rollouts—especially when systems touch multiple departments or require new workflows. A better approach is to work backward from a chosen launch date and allow adequate time for each stage.
Typical
Example
A golf club wanting to go live with a system in March should begin its review process in the previous summer. The timeline might follow this structure:
June–August: Audit and identify priorities
September–October: Vendor demos and decision
November–January: Setup, configuration, and staff training
February–March: Soft launch, testing, and feedback
April onward: Full rollout and performance monitoring
timeline to switch suppliers
Overcoming Common Challenges
The most common challenges clubs face during implementation—according to survey respondents— are training (68%), integration issues (60%), and cost management (64%). These must be anticipated and mitigated in the planning stage. Clubs should also consider forming an internal implementation team, including both decision-makers and end-users, to monitor progress and gather feedback.
External support can also make a critical difference. Whether through consultants, associations, or vendors like Golf Genius, clubs should not hesitate to ask for help. As technology becomes more integrated into club operations, the need for thoughtful, supported rollouts only increases.
For any club managers out there making a switch, my advice is to take your time with the transition. Test it out, address any concerns, and don’t rush. It’s a bit of a process to get everyone on board but once you’ve worked through the initial hurdles, the benefits are clear.
Ashley Lerigo General Manager, Rotherham Golf Club
CONCLUSION Towards a smarter, tailored software ecosystem
There is no one-size-fits-all solution. Each golf club must find the right mix of tools to suit its members, staff, and operational needs. The best results come from careful planning, methodical evaluation, and a flexible approach that embraces both innovation and integration.
Golf club software is no longer a background utility—it is an operational pillar that directly influences efficiency, golfer satisfaction, and business performance. The question for clubs today is not whether to adopt technology, but how to do so strategically.
This paper has outlined a clear, unbiased framework for approaching that challenge— from understanding when change is needed to evaluating solutions and implementing them effectively. While each club’s journey will differ, the common success factor is structure: setting goals, assessing current systems, evaluating options with clear criteria, and executing with care.
At Golf Genius, we recognise our role not just as a software provider, but as a partner to clubs when navigating these decisions. We encourage any club, regardless of size or current systems, to begin this process—not with the goal of chasing trends, but with the aim of better serving their members, staff, and long-term mission.
For clubs ready to take the next step, our Software Report and Software Technology Audit Tool provide a proven starting point—helping identify areas of opportunity and guiding future decisions.
The tools are available. The knowledge is here. Now is the time to act.
“
We collaborated with Golf Genius on this project because it opens the door for Golf Club Managers to figure out what they really need to know to get a good grasp on the software landscape. Information is power, and these tools and resources enable us to paint an impartial picture on how best to move forward to make life easier for staff and decision makers at golf clubs.
“
Jacob Buksted Director of Research, Players 1st
APPENDICES
Golf Club Software Technology Framework
The following resources and tools have been produced to assist your golf club’s journey along the software framework. Each stage requires a different tool so it is advised to refer back to the framework on page 10 to identify which one to use, and when.
(APPENDIX A) Golf Club Software Technology Report
(APPENDIX B) Software Technology Audit Tool
(APPENDIX C) Total Cost of Ownership Calculator
(APPENDIX D) RFP Template
(APPENDIX E) Supplier Evaluation Matrix
APPENDIX A
Golf Club Software Technology Report
REPORT ACCESS SCAN THE QR CODE
In collaboration with the game’s leading administrative voices, including Golf Genius, the GCMA and Players 1st, the survey report provides deeper understandings of the software landscape for golf clubs in the UK. The report found that golf clubs depend on several interconnected software functions. Below is a conceptual diagram illustrating how these core systems integrate:
Due to its primary role in connecting all other functions together, Membership provides a good starting point when viewing the ecosystem. i
WEBSITE
Tee Booking Link
Results & Fixtures
CRM/MARKETING TOOLS
HANDICAPPING
COMPETITIONS
Player/Golfer Integration
APPENDIX B
Software Technology Audit Tool
AUDIT TOOL ACCESS SCAN THE QR CODE
The software technology audit tool allows clubs to assess the performance of their current software set-up and identify areas of strength and areas of weakness.
By scoring satisfaction and importance across core functions—Membership, Tee Sheets, CRM, Competitions, Accounting, and more—clubs gain a tangible snapshot of where their software is supporting them and where it is falling short. For instance, if a club ranks their Point-of-Sale system as highly important but are not satisfied with their current solution, that becomes a natural priority for review.
Below is an example of how the tool will present your audit results:
WHS HANDICAPPING
APPENDIX C
Total Cost of Ownership Calculator
Total Cost of Ownership (TCO) Calculator
When selecting software for your golf club, it’s essential to look beyond the purchase price and consider the Total Cost of Ownership (TCO), which includes all expenses over the software’s lifecycle. Total Cost of Ownership can be broken down and understood in five key areas:
Initial Costs – The upfront price of the software, including licensing, setup, and integration with your existing club systems.
Support Costs – Ongoing fees for customer support, training for staff, and helpdesk services to ensure smooth operation.
Maintenance Costs – Expenses for updates, bug fixes, and technical improvements over the software’s lifetime.
Operational Costs – Day-to-day costs of running the software, including staff time, server usage, and any additional tools required for operations.
Retirement Costs – Costs associated with decommissioning the software, migrating data, and implementing a replacement system when it reaches the end of its useful life.
By evaluating software through these five cost areas, golf club managers can make smarter, long-term decisions that protect both their budget and the efficiency of club operations.
Formula of Total Cost of Ownership (TCO)
RETIREMENT COSTS
Data Export & Transfer New System Training & Support
OPERATIONAL COSTS
Data Storage + Hosting
MAINTENANCE COSTS
Customisation / Enhancement Costs
Technology Debt Future costs incurred by choosing simple over deeper products
Legal and Intellectual Property (IP) Considerations
Future-Proofing /
Security Upgrades
SUPPORT COSTS
Ongoing Staff Training e.g. for new Committee cycles + members
INITIAL COSTS
Set-up Fees / Software License Purchase Fee
Data Migration Fees
Depreciation Value How much you paid for hardware minus how much you re-sell it for
Product Scalability The cost of a solution to evolve + scale with you
Disaster Recovery + Backup Proactive and reactive arrangement costs
Hardware e.g. Till Support
Staff Training Fees
Usability
Inefficiencies = time wasted
Downtime Impacts Time wasted dealing with product reliability issues
Help Desk + Support Time wasted contacting help desks
Security & Compliance
Development Costs for bespoke needs
Bug Fixing + Enhancements
Integration Time costs absence of integrations
Vendor Management Costs related to 3rd party stakeholders— integration work, invoices etc.
Hardware Costs Tills, Payment Terminals, Swipe Cards, Printers etc.
APPENDIX D
Request For Proposal (RFP)
Template
Independent Software Vendor (ISV) Partnership Request for Proposal
BACKGROUND
[Insert a short description of your club here, including club type, number of members (e.g. 600 playing, 100 social) and rounds of golf per year, as well as your current software systems used (e.g. ClubV1, BRS, Intelligent Golf, EPOS provider, etc.).
For more information and background please contact [insert email]
OBJECTIVES
We are seeking a software partner to support our club’s digital transformation through a system (or integrated systems) that will [insert goals, e.g. member engagement, staff efficiency, data insights, scale with us]
FUNCTION REQUIREMENTS
Please indicate how your solution meets the following requirements:
• Membership Management - Cloud-based, GDPR-compliant, member portal [insert other]
• Tee Sheet & Booking - Mobile-friendly, live updates, 3rd-party integrations [insert other]
• Competitions & Handicapping - WHS compliant, scoring, live results [insert other]
• Payments & POS - Integrated billing, bar card system, on-course POS [insert other]
• CRM & Marketing - Customisable email engine, segmentation, analytics [insert other]
• Website - Members area, user-friendly CMS, responsive design [insert other requirements]
• Accountancy & Reporting - Dashboards, financial reporting, data exports [insert other]
TECHNICAL REQUIREMENTS
• Cloud-hosted, mobile-optimised solution(s)
• GDPR and PCI-DSS compliance
• Support for integration/API with [insert any critical systems or providers]
• Data migration and onboarding support from existing providers
• Ongoing product innovation and system updates
SUPPORT & TRAINING
Please describe your approach to training and implementation (remote or onsite), ongoing customer support (response times, availability, etc.), account management (if applicable).
EVALUATION METRICS
Proposals will be evaluated based on the following criteria [Adjust Accordingly]:
SUBMISSION GUIDELINES
Deadline: DD MONTH YEAR
Format: PDF preferred
Contact for Proposal Submission: Name: [Insert Club Manager Name], Email: [Insert Email Address]
Presentation: Shortlisted providers may be invited to present virtually or onsite
Budget Estimate: [Insert range, e.g. £15,000–£30,000/year, depending on modules]
Thank you for your interest in partnering with [Club Name] to help modernise our software ecosystem.
To complete the matrix, first you must rank the below software decision criteria in order based on their priority to your golf club. Then, score each supplier across those criteria. You must only allocate a total of 100pts per vendor.
CONTACT US TODAY | golfgenius.com | international@golfgenius.com