The evolution of play and stay, to pay and play
Golf has always been a sport rooted in tradition, and while Covid-19 may feel like a distant memory, its impacts continue to shape the sector in the UK today.
Historically, golfers would make maximum use of club facilities by playing and staying. However, since being among the first businesses to reopen following the pandemic, golf courses have seen a notable shift in time and money spent on-site.
The introduction of pay and play
The UK golf industry has undergone significant transformation in recent years, marked by record levels of participation, evolving player demographics, and innovative technological integration, all while operators continue navigating economic headwinds.
England Golf states that over 10.2 million rounds of golf were recorded in 2024, an increase of 8.63% on 2023 levels. In recent decades, the transition from 27- to 18- to nine-hole courses has been profound, with some 27-hole courses closing completely for redevelopment, and others retracting in size. England Golf data shows a staggering increase of 17.89% in the number of nine-hole scores submitted, demonstrating a shorter dwell time on site. This is supported by data from the Office for National Statistics showing that people had 10% less leisure time in 2024 compared to before the pandemic (ONS 2024).
However, while the average consumer is time-poor, average green fees for the top 100 UK courses now stand at £220, with premier venues commanding upwards of £320. Combined with an average membership fee of £1,181.46 according to the Golf DNA Report 2024, exclusivity and experience can still be found.
Hillier Hopkins’ 2024/25 report outlines that traditional members clubs lead in overall financial performance, with higher bar revenues and subscription fees. However, proprietary clubs are catching up, with innovative marketing strategies driving stronger membership levels and financial stability. This is enabling investment into clubhouse facilities and courses.
The diversification of the game
According to the Professional Golfers’ Association of America, in 2024, 19% of the 4.9 million oncourse players were under 35, and diversification is proving pinnacle in achieving financial stability. A key theme is the rise of ‘entertainment centres’, which offer a variety of facilities including adventure golf, padel tennis, driving ranges and fitness, supported by a strong food and beverage offering. The surge in popularity of these alongside traditional courses continues to encourage a younger demographic on-site, which can increase dwell time and encourage play and stay.
Embracing technology and upgrading facilities to increase on-site dwell time with driving ranges (especially with Toptracer or similar) has been a worthwhile investment for many golf courses. Driving ranges continue to not only increase footfall year-round, but effectively weatherproof courses throughout the winter months for continued cashflow, increasing play and stay.
While the demand for high-quality 18-hole courses and play and stay remains strong, following on from the pandemic, golf courses have responded dynamically to shorter dwell times. According to Golf Business, in 2024, clubs reported a record average turnover of £170,000 per year from casual play – up 11% year on year. And the digital booking platform iGolf recorded 60,000 sign-ups for golf in 2023, showing digitisation and technology are enabling responsive changes to consumer preferences.
Given the levels of play and stay are yet to reach pre-pandemic numbers, diversification can improve financial stability.
The future of UK golf
The pandemic acted as an accelerator, transforming the UK golf sector by stimulating demand for golf as consumers sought to be outside. Combined with a heightened focus on social sports and wellbeing, the industry continues to demonstrate resilience and adaptability amid evolving consumer behaviour, economic challenges and technological change.
Continued investment in facilities, programming and media exposure will be essential to sustaining growth and competitiveness for many operators. Clubs and stakeholders are increasingly focused on inclusivity, sustainability, and innovation, which are likely to define the sector’s trajectory over the coming years.