Inside the Mid-Year Golf Life Navigators Report: Trends Shaping Private Clubs

Golf Life Navigators recently released their 2025 Mid-Year Buying Trends Report, insights that were compelling enough to catch the attention of The Wall Street Journal. The data shows fascinating shifts in private club membership decisions that forward-thinking club leaders need to understand now. 

In the latest episode of Crushing Club Marketing, Ed Heil sits down with Jason Becker, CEO of Golf Life Navigators, for a deep dive into the report’s most compelling findings - from the ticking clock on “Boomer” demand to why 80% of prospective members are thinking about real estate when they’re evaluating clubs. 

Generational Shifts Are Already Reshaping Membership Demand

The clock is ticking on the Boomer retirement surge. Becker notes that we have roughly five years left of this demographic driving much of the demand in the Sunbelt and other destination markets. After that, Gen X and the Millennials will be the dominant segment entering private clubs.

This change is more than a statistic — it’s a shift in mindset. Gen Xers often have different expectations for club life than their Boomer predecessors. Many are still in the workforce, value flexibility, and are drawn to service-based amenities that make their day-to-day lives easier.

“Every club is going to have tennis and pickleball,” Becker says. “The differentiator will be service amenities — car detailing, dry cleaning, daycare — things that fit a working member’s lifestyle.”

The takeaway for clubs may seem like old news, but the drumbeat is getting louder for clubs to start aligning capital investments and programming with the needs of this next wave of members now, rather than waiting for them to show up at your door, or not.

Real Estate and Club Membership Are Deeply Linked

One of the report’s clearest findings is that for 80% of prospective members using Golf Life Navigators, real estate is part of the decision-making process. Whether someone is buying inside the gates or nearby, the home and club experience are deeply intertwined.

Becker has seen growing success in clubs partnering closely with real estate professionals — even giving brokers dedicated space within the clubhouse. These partnerships create a more seamless experience for prospective members, from touring homes to meeting with the membership director.

For clubs that haven’t yet embraced this approach, Becker suggests rethinking old hesitations: “We need to get our arms wrapped around who’s buying in here and protect the market value of the homes in the community. It’s just part of the decision process.”

Interest in Living Outside the Gates Is Rising Again

During the pandemic, demand for homes in gated golf communities surged. That trend has begun to reverse, according to the report, with the percentage of buyers preferring to live outside the gates rising back toward pre-pandemic levels.

Reasons vary — however, proximity to shops and restaurants, avoiding high HOA fees, or preferring a condo over a single-family home are factors. While this shift doesn’t spell the end for gated communities, it underscores the importance of understanding and adapting to prospective members’ lifestyle preferences.

Becker believes that as clubs become younger and more diverse in membership, this number could decline again. But in the meantime, marketing strategies should reflect the fact that a growing share of future members may live off-site.

Health and Wellness Are No Longer Optional Amenities

Across all demographics tracked by Golf Life Navigators, health and wellness facilities continue to rank among the most valued amenities for prospective members — and the expectation is for quality, not a basic fitness room.

From fully equipped gyms and organized classes to massage therapy and spa services, members are looking for a complete wellness experience. Becker notes that this trend isn’t likely to fade, pointing to broader market data predicting the global health and fitness industry will reach $111 billion in 2025.

For clubs, this means health and wellness should be central to both marketing and long-term capital planning. Facilities that meet or exceed member expectations will be a deciding factor for many prospective buyers.

Food, Beverage, and the Community Connection

While dining alone isn’t usually the primary driver for joining a club, the report reinforces that it plays a significant role in member satisfaction. Nearly half of respondents ranked food and beverage as important, with clubhouse pools that offer F&B service also drawing strong interest.

The key is consistency and atmosphere. As one club leader told Ed, “I don’t need our food to be the best in town — I just want it to be our members’ favorite place in town.”

Photos and videos used in marketing should reflect lively, welcoming dining spaces. As Becker points out, too many clubs feature empty rooms in their materials. “You have to have people laughing and present,” he says. “It’s tough to stage, but you have to do it.”

Golf Trends: Practice, Play, and Reciprocity

The Mid-Year Buying Trends Report recognizes that golf remains central — but the specifics of what members want continue to evolve.

Structured tee times are growing in popularity, especially among younger members who value efficiency and predictability in their schedules.

High-quality practice facilities remain a top priority, often outweighing other golf amenities. For many members, the ability to spend an hour at the range is as valuable as playing a full round.

Reciprocal play programs are gaining traction, offering members the chance to experience other clubs for a cart fee and adding variety to their playing options.

For membership directors, these trends represent both marketing opportunities and potential differentiators in a competitive market.

Clubs Within the Club Drive Retention

Special interest groups — from pickleball leagues and car clubs to wine tastings and travel groups — are more than just “nice-to-have” extras. They’re powerful tools for building community and long-term retention.

Becker recommends dedicating a page on the club’s website to these groups, complete with contact information for their leaders. For new members, intake forms should capture their interests so they can be introduced to like-minded members right away.

“If you have a good community, you can amplify it by connecting people with shared passions,” Becker says. “It’s only going to help retention and happiness.”

Financial Transparency Matters to Prospective Members

One of the most striking points Becker makes is that more consumers than ever are interested in the financial health of the club before joining — especially if they’re purchasing a home on the property.

Rather than simply asking if assessments are planned, he suggests prospective members meet with the club’s finance chair to understand capital planning, reserves, and upcoming projects. For clubs, being ready and willing to have this conversation signals strength and transparency.

Service-Based Amenities Could Be the Next Big Differentiator

Looking ahead, Becker predicts that service-based amenities — offerings that make members’ lives easier — could become a major factor in competitive positioning. Car detailing, dry cleaning, and on-site childcare are just a few examples.

These offerings require operational planning and staffing, but they can be the difference-maker for prospective members deciding between two comparable clubs.

What the Data Says

The insights from Golf Life Navigators' report point to a fundamental shift: the clubs that will thrive aren't just those with the best amenities, but those that understand their members' evolving appreciation for what club life should provide.

As Becker's research shows, membership decisions are becoming more integrated into broader lifestyle choices — where people live, how they work, and what makes their daily lives easier. The clubs that recognize this evolution and adapt accordingly will find themselves with a decisive advantage.

As Becker puts it, "The clubs paying attention to these trends will pull ahead — make sure yours is one of them." The question isn't whether these changes are coming, but whether club leaders will be ready when they arrive.