Zoning, Permits, Staffing, And Pre-Opening Basics
Before you plan anything, make sure business ownership fits you, and that this business fits you. A country club is a high-capital, location-based business with lots of moving parts.
Start with motivation. Ask yourself: “Are you moving toward something or running away from something?” If you’re starting mainly to escape a job or a financial bind, that usually won’t carry you through a long build-out.
Now think about passion. Passion is what helps you push through problems. Without it, people often look for a way out instead of looking for solutions. If you want a deeper reality check, review Points to Consider Before Starting Your Business and How Passion Affects Your Business.
Here is the hard part. Are you ready for uncertain income, long hours, difficult tasks, fewer vacations, and full responsibility? Is your family or support system on board? Do you have (or can you learn) the skill set and secure funds to start and operate?
Also plan to learn from people who already do this. Talk to owners in the same business only when they are not direct competitors. Say it plainly to yourself: only talk to owners you will not be competing against. You can also use Business Inside Look to help frame what you want to learn.
Ask non-competing owners questions like these:
- What surprised you most during the build and approval process?
- Which pre-opening costs or delays hit you that you did not expect?
- If you had to pick the first three hires to get right, who would they be and why?
Country Club Overview
A country club is a private club model that typically provides access through memberships and dues. Many clubs combine golf with dining and social amenities, and some add pool, tennis, fitness, and event space.
This is almost always a large-scale startup. Even a “simple” club concept often involves land, major construction or renovation, and multiple regulated activities under one roof.
Think about the flip side. The club experience is the product, but the launch depends on approvals, financing, and build quality. If you do not like long lead times and heavy coordination, this can feel slow.
Revenue Generation
Country clubs usually provides membership access plus pay-as-you-go services. Your exact mix depends on your concept, site, and local rules.
Common products and services include:
- Memberships and dues (various tiers)
- Golf access (tee times, practice range, lessons)
- Dining and bar service
- Event hosting (weddings, corporate events, banquets)
- Tennis and racquet sports (if offered)
- Swimming pool access (if offered)
- Fitness center access and classes (if offered)
- Pro shop retail (apparel, balls, gloves, gifts)
- Locker rooms and storage (bags, lockers)
Who Your Members And Guests Are
A country club primarily serves members and their guests. Many clubs also serve invited event guests, and some clubs allow limited public access for certain functions depending on the club model and local rules.
Your likely customer groups include:
- Households seeking social connection, recreation, and dining
- Golf-focused members who value course conditions and access
- Families who want pool, youth programs, and weekend activities
- Businesses booking events and outings
- Community groups hosting banquets and fundraisers (when permitted)
Pros And Cons To Weigh
These are common trade-offs to consider before you commit. The details vary by concept, market, and site.
Potential advantages:
- Membership dues can create recurring revenue when demand is stable
- Multiple revenue streams can spread risk (golf, dining, events, retail)
- Real estate and facilities can have long useful lives when maintained
- Strong community presence can support referrals and partnerships
Potential downsides:
- High upfront capital needs for land, construction, and equipment
- Complex approvals and inspections across multiple departments
- Large staffing needs for a full amenity set
- Seasonality risk in many markets
- High liability exposure (food service, alcohol service, pools, events)
Decide What Kind Of Club You’re Building
You need a clear concept before you price land, design a facility, or pitch funding. Start by deciding what access model you want and what amenities you will actually offer at opening.
Golf facility access can be described in different ways in the industry, including daily fee, private club, and resort access models. One overview of golf facility classification discusses access-based categories and experience levels. See a golf facility classification overview for examples of how facilities differ by experience and access.
Step 1: Talk To Non-Competing Club Owners
Do this early. Real-world details will change your plan fast, especially around approvals, staffing, and build timing.
Only talk to owners you will not be competing against. Pick a different city or region so you can ask real questions without creating awkwardness.
Use the calls to pressure-test your concept, your timeline, and your funding plan. Keep notes. Look for patterns in what they warn you about.
Step 2: Confirm Demand And Price Tolerance
Market proof is not optional here. You need to confirm demand and confirm enough profit to pay yourself and cover expenses.
Start with local research. Count competing clubs. Look at membership types and public messaging. Then validate directly with prospective members and event planners.
For the basics of demand thinking, use supply and demand as a simple framework for what to measure and what to ask.
Step 3: Choose Your Business Model And Ownership Plan
This is a large-scale operation in most cases. Many owners do not start this alone, and many do not fund it from personal savings.
Common business model paths include an investor-owned club, a partnership group, or a member-owned structure. Each model changes governance, fundraising, and how you handle capital improvements.
Think about the flip side. More investors can mean more capital, but it can also mean more opinions and slower decisions.
Step 4: Build A Startup Cost Range And Funding Plan
Do not guess. Build a real cost range tied to your concept and site plan. Scale drives total startup cost, and a country club is all about scale.
Your first pass should include land or lease costs, due diligence, design, approvals, construction, core equipment, technology systems, pre-opening payroll, and opening inventory.
If you want a structured way to build your estimate, use estimating startup costs and keep updating it as quotes come in.
Step 5: Shortlist Locations And Secure Site Control
Location is a deciding factor for a club. Members want convenience, but you also need land size, access roads, utilities, and the right zoning path.
Start with a shortlist of sites. Then figure out what is realistic to approve and build. If your plan depends on golf, you need land that can support course design and water needs.
Use business location guidance to keep your search practical and not just emotional.
Step 6: Run Site Due Diligence And Environmental Screening
Before you buy land or sign a long lease, run due diligence. You are looking for constraints that can block or delay approvals.
Check access, utilities, easements, prior uses, and visible drainage issues. Then screen for wetlands, floodplains, and other regulated waters that could change what you can build.
Do not try to do everything alone. This is a point where civil engineers, land-use attorneys, and environmental consultants can save you time and prevent avoidable surprises.
Step 7: Confirm Zoning, Land Use, And Building Approval Paths
Country clubs are typically regulated by zoning, building codes, fire codes, and sometimes special use approvals. The exact path depends on your site and local rules.
Start by asking whether a country club use is allowed by right, allowed with conditions, or requires a special approval. Ask what triggers public hearings and what the timeline looks like.
If you will renovate or build a clubhouse, you will likely need a Certificate of Occupancy (CO) before opening to members.
Step 8: Plan For Water, Stormwater, And Wetlands Compliance
Large projects often disturb a lot of land. Under federal stormwater rules, a Clean Water Act permit is required for stormwater discharges from construction activity disturbing 1 acre or more, or smaller sites that are part of a larger common plan that disturbs 1 acre or more. See EPA construction stormwater guidance for the baseline standard.
If your project involves dredge or fill in waters of the United States, including wetlands, it can trigger Clean Water Act Section 404 permitting. See EPA Section 404 permit program guidance for what that program covers and which agency administers permits.
Think about the flip side. A “perfect” piece of land can become a slow project if the approval path is complex. Screen this early, before you commit.
Step 9: Design The Property And Develop A Construction Plan
Once the site looks viable, move into design. This step often involves a golf course architect (if you have golf), an architect for buildings, and engineers for civil, structural, mechanical, and electrical work.
Design is also where you lock in what you will open with. Be careful with scope creep. More amenities can mean more approvals, more equipment, and more staff.
Make sure your design supports accessible features where required. Accessibility can apply in different ways depending on whether you operate as a public accommodation or meet the legal tests for a private club exemption.
Step 10: Form The Business And Set Up Tax Accounts
Most small businesses can start as a sole proprietorship and later form an limited liability company as they grow. A country club is different in scale and risk, so many owners form a limited liability company or corporation from the start.
Register your entity with your Secretary of State. Then get an Employer Identification Number (EIN) from the Internal Revenue Service. You can review the IRS EIN guidance and the IRS overview of Form SS-4.
After that, register for state tax accounts that apply to your plan, such as sales and use tax if you sell taxable goods. Use how to register a business as a checklist for the sequence, then confirm steps with your state agencies.
Step 11: Line Up Licenses, Inspections, And Required Policies
Country clubs often involve regulated activities like food service, alcohol service, pools, and events. Your licenses and permits depend on your amenities and location.
At a minimum, most businesses need some combination of licenses and permits from state and local agencies, and some activities can require federal permits. The Small Business Administration overview is a starting point for understanding how licensing is layered.
If you will operate a pool that is classified as a public pool or spa under applicable rules, federal safety requirements exist for anti-entrapment drain covers. See CPSC guidance on pool and spa drain covers for the federal standard it references.
Step 12: Set Up Banking, Accounting, And Payment Systems
Set up business banking early so you can keep clean records. Open accounts at a financial institution under your legal business name and set up a process for deposits, bills, and approvals.
Choose an accounting setup that can handle dues, deposits, events, and multiple departments. If you do not have that skill, this is a good time to use a bookkeeper or accountant.
You can also outline a funding plan using how to get a business loan to understand what lenders typically expect to see.
Step 13: Choose Insurance Coverage And Document Risk Controls
Insurance is part of launch readiness, especially when you host events, serve alcohol, operate a pool, or run golf activities. Some coverage requirements can be driven by your lease, lender, or contracts.
Start with general liability, then add coverage based on your actual plan. Common needs can include property coverage, workers’ compensation, liquor liability, and event-related requirements.
Use business insurance guidance to frame what to discuss with a licensed insurance professional.
Step 14: Plan Staffing And Set Up Employer Accounts
Even before opening, you will likely need staff for build-out oversight, membership sales, admin setup, and vendor coordination. A full-service club also needs department leaders well before opening day.
Set up employer accounts required by your state for payroll taxes and unemployment insurance if you will hire employees. Confirm requirements with your state labor and revenue agencies.
For timing and role planning, review how and when to hire. Then decide what you can learn and what you need on staff from day one.
Step 15: Source Vendors And Order Essential Equipment
Your equipment list depends on your amenities, but country clubs usually need golf course maintenance equipment, clubhouse and kitchen equipment, membership and point-of-sale systems, and safety equipment.
Order lead-time items early. That often includes kitchen appliances, network equipment, point-of-sale terminals, golf carts, and irrigation components.
This is also where you confirm supplier relationships. Think long-term. Reliable vendors matter because many club systems are specialized and time-sensitive.
Step 16: Build Your Brand Assets And Online Presence
Lock your name early and check domain availability. Use selecting a business name guidance to avoid avoidable naming problems.
Build a basic site that answers the questions future members ask first. If you need a guide for structure, see an overview of developing a business website.
Also prepare your core brand items, like business cards and signage. You can use what to know about business cards, business sign considerations, and corporate identity package guidance to plan what you actually need.
Step 17: Set Membership Terms, Contracts, And House Rules
Membership is a contract relationship. Define what members receive, what fees apply, what the guest policy is, and what conduct rules exist.
Keep it clear and consistent. Avoid vague promises. Make sure your membership terms match your real capacity and your staffing plan.
Do not skip legal review. A lawyer familiar with membership organizations and local rules can help you avoid clauses that create problems later.
Step 18: Plan Pre-Launch Marketing And Member Onboarding
Your marketing plan should match your model. A private club approach often focuses on relationships, referrals, and targeted outreach rather than mass advertising.
If you will also sell events or limited public dining (where allowed), plan how customers will find you. For location-based ideas, see how to get customers through the door.
You may also plan a grand opening or member preview event once you can legally occupy and safely operate. Use grand opening ideas to structure it without overcomplicating it.
Step 19: Complete Your Pre-Opening Checklist And Soft Opening
Before you open, confirm approvals and inspections are complete. Make sure you have a Certificate of Occupancy (CO) if your local building department requires it for your use.
Run a soft opening with limited membership use or invited events, if your permits allow it. Use that time to test your booking, payments, membership check-in, and emergency procedures.
Then do a final readiness check: people, place, paperwork, and payments. If one of those is weak, opening day will feel harder than it needs to be.
Varies by Jurisdiction
Country clubs touch many rule sets, and the details differ by state, city, and county. Use this checklist to verify what applies to your exact site and amenity list.
Use these “where to check” prompts:
- Secretary of State business office -> search “business entity search” and “form an LLC”
- State Department of Revenue or taxation -> search “sales and use tax registration”
- State workforce agency -> search “unemployment insurance employer registration”
- City or county business licensing -> search “business license apply”
- Planning and zoning department -> search “zoning verification,” “special use permit,” and “country club”
- Building department -> search “building permit,” “plan review,” and “Certificate of Occupancy”
- Fire marshal -> search “fire inspection” and “assembly occupancy” if you host events
- Local health department -> search “food establishment permit” if you serve food
- State alcohol regulator -> search “alcohol license” if you serve alcohol
- Environmental agency -> search “construction stormwater permit” and “notice of intent” if you disturb land
Owner questions that help you decide what to verify first:
- Will you serve food and alcohol from day one, or open with limited services?
- Will you build new, renovate an existing clubhouse, or lease a facility?
- Will you operate a pool, and is it classified as a public pool under applicable rules?
Essential Equipment Checklist
This is an itemized essentials list, organized by category. Your final list depends on the amenities you offer at opening.
Clubhouse and admin essentials:
- Membership management software
- Point-of-sale system for dining and retail
- Computers, monitors, printers, and backup storage
- Phone system and internet network hardware
- Cash drawers and secure cash storage
- Office furniture and lockable file storage
- Security cameras and access control (if used)
Golf operations essentials:
- Golf carts (if your model uses them)
- Cart charging infrastructure (if electric carts)
- Range balls and collection tools (if you have a practice range)
- Bag storage racks and locker systems
- Tee markers, flags, and course signage
- Golf shop fixtures (counters, shelving, displays)
Course and grounds maintenance essentials:
- Fairway and rough mowers
- Greens mower
- Bunker rake or sand maintenance equipment
- Aeration equipment for turf
- Topdresser (if used for greens care)
- Utility vehicle for grounds work
- Hand tools for landscaping and course repair
- Irrigation control system components and repair tools
- Fertilizer and pesticide application equipment (if you apply in-house)
Food and beverage essentials (if you serve food):
- Commercial refrigeration and freezers
- Ovens, ranges, grills, or other cooking line equipment
- Ventilation hood system where required
- Dishwasher and warewashing sinks
- Food prep tables and cutting tools
- Smallwares (pots, pans, utensils, storage containers)
- Ice machine (if used)
- Bar equipment (if you serve alcohol)
Pool and fitness essentials (if offered):
- Pool pump and filtration equipment
- Water testing kits and chemical storage systems
- Safety signage and rescue equipment required by local rules
- Anti-entrapment drain covers and related components when required
- Fitness machines and free weights (if you offer a gym)
- Sanitation supplies and storage
Events and banquet essentials (if you host events):
- Banquet tables and chairs
- Portable staging (if used)
- Audio and microphone equipment (if used)
- Projector or display screens (if used)
- Table linens and service equipment (if provided in-house)
Safety and compliance essentials:
- First aid kits and automated external defibrillator
- Fire extinguishers and emergency lighting where required
- Exit signage and occupancy postings where required
- Secure chemical storage (for pool and grounds chemicals)
- Employee safety gear for maintenance staff
Skills You Need On Day One
You do not need to personally have every skill. You do need access to them, either by learning, hiring, or using professional services.
Core skills and roles commonly needed:
- Land use and permitting coordination
- Construction project oversight
- Finance and budgeting for large projects
- Contract review and legal coordination
- Membership sales and relationship building
- Food and beverage compliance knowledge (if applicable)
- Golf course agronomy knowledge (if you have golf)
- Staff hiring and training systems
If you want a structured way to build your support team, see building a team of professional advisors.
What The Day-To-Day Looks Like
This section is here so you can picture the reality before you commit. It is not a management guide. The day-to-day will vary based on size and amenities.
Typical owner-level activities often include:
- Reviewing membership and event activity
- Coordinating with department leaders (golf, dining, grounds, events)
- Approving vendor work and deliveries
- Handling compliance and inspection follow-ups when needed
- Reviewing financial reports and cash planning
- Member communication and issue resolution
A Day In The Life Of The Owner
On a build or pre-opening day, you may spend the morning with contractors and inspectors, then shift into membership calls and vendor quotes. In the afternoon, you may review staffing plans, policies, and upcoming deadlines.
On an operating day, you often move between departments, watch the member experience, and solve small problems before they grow. The work is a mix of relationship work and detail work.
Think about the flip side. If you love building community, this can feel meaningful. If you hate constant coordination, it can feel heavy.
Red Flags To Watch Before You Commit
Red flags matter most when you are buying an existing club, leasing a facility, or selecting land for a new build. Catching issues early can save months.
Common red flags to investigate:
- Unclear zoning status or a fragile approval path
- Evidence of drainage problems or major erosion issues
- Potential wetland impacts without a clear mitigation path
- Deferred maintenance on irrigation, roofs, kitchens, or pool systems
- Unclear water supply or water use constraints for course irrigation
- Old or incomplete permit records for additions and remodels
- Business model mismatch (amenities promised, but capacity is limited)
- Membership contracts that are confusing or inconsistent
- High reliance on a single revenue source with no backup plan
If you will apply restricted use pesticides in-house, confirm you can meet certification requirements. Federal standards exist for pesticide applicator certification. See EPA pesticide applicator standards for the baseline concept.
Next Step Self-Check
Pick one concept statement you can say in one breath. Then write down the three biggest unknowns you must verify before you spend real money.
If you cannot name those unknowns yet, go back to your owner conversations and your local zoning check. That is usually where the real answers start.
101 Real-World Tips for Your Country Club
In this section, you’ll find practical tips that cover many parts of starting and running a country club.
Choose the tips that match where you are right now, and skip the rest until you need them.
Consider bookmarking this page so you can come back when a new challenge shows up.
For best results, apply one tip, confirm it worked, and then move to the next.
What to Do Before Starting
1. Write a one-sentence promise to members (who it’s for and what they get) and keep it in front of you while planning.
2. Decide whether golf is the core offering or an add-on, because it changes land needs, water planning, staffing, and equipment.
3. Pick three “must-have” amenities for opening day and push everything else into a later phase so you can launch on time.
4. Validate demand with real conversations with your target members, not guesses based on what you personally like.
5. Visit competing clubs as a guest or event attendee and write down what people actually use, not what the brochure highlights.
6. Build a timeline that includes zoning, building permits, inspections, and punch-list work, and assume approvals will take longer than you hope.
7. Create a cash plan that covers construction, pre-opening payroll, and working capital, not just “getting the doors open.”
8. Decide early if you are buying an existing club, building a new one, or converting a property, because the risks and timelines are very different.
9. Bring in a land-use attorney and a civil engineer before you sign a contract with short deadlines and big deposits.
10. Order a site survey and confirm easements, access roads, and utility availability before you fall in love with the property.
11. Screen the site for drainage problems, wetlands, and flood risk early, because these issues can change your entire plan.
12. Draft a simple first version of membership tiers that you can explain in under a minute without sounding confused.
13. Outline house rules now (guests, dress, behavior, cancellations) so you don’t build a club on vague expectations.
14. Identify the vendors you will depend on most (construction, kitchen, irrigation, golf carts, technology) and start conversations before you need quotes.
15. If you feel stretched, form a small advisor circle (banker, attorney, insurance professional, accountant) before you commit large money.
Business Model And Membership Design
16. Choose your ownership model first (investor-owned, member-owned, partnership), because it affects governance, financing, and member expectations.
17. Define what “private” means for your club in real life, including whether you will host non-member events and how guest access works.
18. Put all fees in writing (initiation, dues, minimum spend, assessments) and define when and how they can change.
19. Set capacity limits by tier so your promise matches reality, especially for peak tee times and weekend dining.
20. Decide what members are truly buying beyond amenities, like community, convenience, service level, and event access.
21. Write a resignation and refund policy that is clear, fair, and enforceable, and have it reviewed before you sell memberships.
22. If you offer corporate memberships, define authorized users, booking rules, and billing terms so you don’t argue later.
23. Create a policy for outside tournaments and charity events so they don’t crowd out member access without warning.
24. Decide whether dining is a profit center or a member benefit, because it changes pricing, menu scope, and staffing needs.
25. If you plan a minimum spend, tie it to measurable benefits members can see, not vague “club improvements.”
26. Use a standardized membership agreement drafted or reviewed by an attorney who understands membership-based businesses.
27. Build a waitlist process from day one so you can say “not yet” without damaging relationships.
Location, Land, And Approvals
28. Start with zoning and ask the planning office if a country club use is allowed by right or requires special approval in that district.
29. Ask early if public hearings are required and include that timing in your financing plan.
30. Confirm water availability for irrigation and clubhouse use before you assume the site can support golf and landscaping.
31. If your plan disturbs a large area of land, ask about stormwater permits, erosion controls, and inspection points before you price construction.
32. Keep one organized folder for permits, stamped plans, inspection reports, and final sign-offs so documents don’t disappear during busy weeks.
33. Design the clubhouse with occupancy limits, exit requirements, and fire code needs in mind from the start so you don’t redo plans later.
34. Plan parking around peak events like weddings and tournaments, not average weekdays, because neighbors and regulators will notice overflow.
35. If you renovate an existing building, request past permit records and check for additions that were never approved.
36. Do not open any area to members until you have final approval to occupy it, even if you feel “close enough.”
37. Ask the building department what triggers a Certificate of Occupancy (CO) for your specific use and your phased opening plan.
38. If you plan a pool, confirm whether it is regulated as a public pool and what inspections, safety rules, and staffing requirements apply.
39. If you plan alcohol service, confirm license type, timeline, and transfer rules with your state regulator before you build the bar concept.
40. If you plan outdoor events, ask about noise limits, lighting restrictions, and event curfews so your event revenue assumptions stay realistic.
41. Add contingency time for failed inspections and re-inspections, because they happen even on well-run projects.
Facilities, Equipment, And Build-Out
42. Create a master equipment list by area (golf, grounds, clubhouse, kitchen, pool, admin) and assign an owner for each section.
43. Identify long-lead equipment early (commercial kitchen units, golf carts, irrigation components, network hardware) and place orders first.
44. If you have a golf course, plan secure storage and a maintenance shop before you buy mowers and tractors.
45. Choose an irrigation control approach your staff can maintain, because complicated systems can stall repairs when a key person is out.
46. Standardize keys, locks, and access control early so you don’t rebuild security after people are already coming and going.
47. Design member flow on purpose (parking to check-in to locker rooms to dining) so the experience feels easy instead of confusing.
48. Separate storage for chemicals, food, and linens to reduce safety risks and prevent cross-contamination.
49. For event spaces, plan power, audio, and staging needs during design, not after walls are finished.
50. Choose durable finishes for high-traffic areas, because repairs during pre-opening can delay inspections and staff training.
51. Install strong Wi-Fi coverage across member areas before you launch booking tools and point-of-sale systems.
52. Choose membership and point-of-sale systems that share data, so staff does not retype member details and create billing errors.
53. Build an opening readiness checklist for every area and walk it weekly during the final 60 days to catch small gaps early.
Staffing, Vendors, And Pre-Opening Training
54. Hire a general manager early enough to shape the member experience and the setup decisions, not after everything is locked in.
55. Identify the top five roles you cannot fake at launch (grounds lead, kitchen lead, events lead, membership lead, finance lead).
56. Write short job scorecards that define outcomes, because vague job descriptions lead to vague performance.
57. Run background checks where appropriate, especially for roles handling cash, alcohol, or member property.
58. Build a simple training plan for service standards, safety basics, and member privacy so new hires know what “good” looks like.
59. Run mock days before opening, including a simulated wedding setup, a tournament-style peak day, and a busy dining service.
60. Put vendor response expectations in writing for critical systems like irrigation, refrigeration, and pool equipment.
61. Maintain a service log for each major asset so you can track repeated problems and prove maintenance history.
62. Set a shift communication routine so details don’t live only in one person’s head.
63. If you are unsure about payroll and employer setup, get professional help before your first hire so you don’t fix avoidable errors later.
Pricing, Cash Planning, And Controls
64. Price memberships based on your cost structure and local alternatives, not on what “sounds premium.”
65. Separate one-time fees from recurring dues so members understand what they are paying for and why it matters.
66. Use a written policy for founder rates and discounts, and set a clear end date so you don’t lock in low pricing by accident.
67. Plan for seasonal cash swings and build a reserve, especially in climates where winter slows golf and outdoor events.
68. Set spending limits and approval levels before you open so managers know what they can commit to without delay.
69. Create a simple monthly reporting routine that tracks dues collections, event revenue, food and beverage sales, payroll, and debt payments.
70. Use clear rules for deposits and prepaid event funds, and document when those funds can be used.
71. Require two-person controls for cash counts and deposits to reduce errors and reduce temptation.
72. Track contract renewal dates and auto-renew terms so you do not get surprised by vendor bills you didn’t plan for.
73. If you take online payments, test refunds and chargeback handling before launch so staff knows the steps and the timing.
Marketing And Membership Sales
74. Build a membership story around outcomes (time with family, community, convenience, stress relief), not a long list of features.
75. Use professional photos only when areas are truly ready, because “almost done” marketing can create distrust.
76. Create a simple tour script so every prospect hears the same facts and understands the same rules.
77. Track where prospects come from and focus your effort on the sources that produce qualified tours and applications.
78. Partner with local businesses that serve the same audience, like wedding planners, corporate event organizers, and high-end real estate groups.
79. Host a limited preview week for invite-only tours so you can refine your process before you scale up interest.
80. Put key policies in writing before you sell aggressively so you don’t promise access or perks you can’t deliver.
81. If you run promotions, tie them to a clear goal like filling a weekday tier, not a vague goal like “getting attention.”
Member Experience, Policies, And Retention
82. Set service standards in plain language and train to them daily so “great service” is not left to guesswork.
83. Keep booking simple by reducing the number of places members must go to reserve tee times, dining, courts, and events.
84. Use a consistent guest policy so staff is never forced to improvise at the door.
85. Create a clear complaint path that shows who listens first, who decides, and how you close the loop with the member.
86. Collect feedback in small doses, like a short monthly pulse, and tell members what you changed so they know you listened.
87. Protect member privacy by limiting access to contact details and locking down shared devices used at check-in.
88. Set a clear cancellation policy for dining and events and apply it consistently so it feels fair.
89. Keep locker rooms spotless and well-stocked, because members notice small details faster than major upgrades.
90. Plan member communication cadence (weekly highlights, monthly calendar, urgent alerts only when needed) so you don’t overwhelm people.
91. If you host weddings and banquets, use written contracts, clear timelines, and one point of contact so the client experience stays calm.
What to Know About the Industry (Rules, Seasons, Supply, Risks)
92. Treat safety as part of your brand by documenting emergency steps for severe weather, medical events, and water safety.
93. If you operate a pool regulated as public, keep proof that drain covers and required safety equipment meet applicable standards.
94. Confirm accessibility obligations early, especially if you allow public events or rentals, because the facts of use can change what rules apply.
95. If pesticides are used on the course, verify applicator certification rules in your state and keep training and application records.
96. Keep food safety logs and temperature checks simple and consistent so inspections focus on routine controls instead of paperwork gaps.
97. Review insurance requirements in leases, lender terms, and event contracts so your coverage matches your actual activities.
What Not to Do
98. Do not sell memberships based on amenities that are not approved, built, and ready to use.
99. Do not treat permits as paperwork you can “catch up on” later, because opening without approvals can trigger closure or penalties.
100. Do not let departments run disconnected systems, because split data leads to billing errors and inconsistent service.
101. Do not ignore small complaints early, because they often point to a process gap you can fix before it becomes your reputation.
Conclusion: If you want quick momentum, pick three tips that reduce risk and save time: one on approvals, one on cash planning, and one on service standards. Then schedule a date to review progress and decide what you will improve next.
FAQ For a Country Club
Question: What is a country club, in business terms?
Answer: A country club is a membership-based facility that offers recreation and social space, often including golf, dining, events, and other amenities. Members usually pay dues, and some services carry extra fees.
Question: Is starting a country club considered a large-scale startup?
Answer: In most cases, yes. Land, construction, approvals, and multi-department staffing usually make it too large for a solo owner to launch alone.
Question: What business models are common for country clubs?
Answer: Common models include investor-owned clubs, member-owned clubs, and clubs run by a management company for an owner. Some clubs also blend membership access with paid public play, depending on the concept and local rules.
Question: Do I need zoning approval to open a country club?
Answer: Often, yes, because a country club is a land-intensive use and may need special approvals. Verify with your city or county planning and zoning office before you buy or lease the site.
Question: What permits and approvals usually come up before opening?
Answer: Many projects require some mix of land use approval, building permits, fire inspection sign-offs, and a local business license. Food service, alcohol service, pools, and large events can add extra approvals.
Question: When do I need an Employer Identification Number (EIN)?
Answer: You often need an Employer Identification Number (EIN) when forming an entity, opening certain business accounts, and hiring employees. If you are unsure, confirm requirements with the Internal Revenue Service and your bank.
Question: If my club is “private,” does that change accessibility requirements?
Answer: It can, but it depends on the facts of how you operate. If you regularly open facilities to the public or host public-facing events, different rules may apply.
Question: What is a Certificate of Occupancy (CO), and when does it matter?
Answer: A Certificate of Occupancy (CO) is a local sign-off that a building is approved for a specific use and can be occupied. You typically need it before members or guests can use new or renovated spaces.
Question: What do I need to legally serve alcohol at a country club?
Answer: You usually need a state and sometimes local alcohol license for on-premises service. License types, timelines, and local conditions vary, so confirm early with your state alcohol regulator and city or county office.
Question: What do I need to run a kitchen or banquet food service?
Answer: You generally need a food establishment permit and to pass health inspections. Rules vary by jurisdiction, so start with your local health department and ask what plan review and inspection steps apply.
Question: If I add a pool, what should I expect before opening?
Answer: Pools often require plan approval, inspections, and safety requirements set by state or local agencies. If the pool is treated as public or semi-public, additional federal safety requirements can apply.
Question: Do golf course construction projects trigger environmental permits?
Answer: They can, especially if you disturb large areas of land or affect wetlands, streams, or stormwater runoff. Confirm requirements early with your state environmental agency and the local building or engineering department.
Question: Can I host weddings and outside events before memberships are strong?
Answer: Sometimes, but you must confirm zoning, occupancy limits, fire rules, and alcohol and food approvals first. Your membership terms should also clearly state how outside events affect member access.
Sources:
- ADA.gov: Title III public access, Accessible pools guidance
- CMAA: Economic impact summary
- CPSC: Pool spa drain covers
- EPA: Construction stormwater rules, Section 404 permit program, Pesticide applicator standards
- FDA: FDA Food Code
- IRS: Get employer ID number, About Form SS-4
- SBA: Apply licenses permits
- USGA: Classify golf facilities