We believe a picture is worth a thousand words, which is why CB gives you access to concise graphic reports. CB reporting provides a clear visual understanding of your own position and the ability to easily compare your club to relevant peer sets. We study club industry data constantly, so you can be sure you always measure what matters.  Scroll down for details on each chart.

For Example....

  • financial and operational performance metrics and benchmarks
    Understanding the difference and the relationship between Revenue and Available Cash (aka gross profit) is critical. The median club sees 60% of its operating revenue remain as Available Cash.
  • country club dues revenue
    You can't use F&B to cook your way out of a low member count. Dues revenue is the single most important driver in your club. If the real issue is low member count, stop beating on F&B results and focus your efforts on bringing in more members.
  • capital dues private club
    Capital income must be predictable and it has to be sufficient to meet the club's needs. A Capital Reserve Study is the best way to determine how much you need. Capital dues are one way to smooth out the inconsistent flow of initiation fees.
  • private club labor ratio kpi
    Your labor ratio is a critical measure which ties directly to the net operating result of your club.This is one measure where you really want to stay "between the fences."
    Understanding quartiles & percentiles
  • food and beverage profitability in clubs
    Is F&B an amenity or a profit center? Industry data confirms 75% of clubs subsidize F&B operations, so the answer seems pretty clear. Putting F&B in context means you'll waste less time debating it in board meetings.
  • sources of cash in private club
    For clubs with golf, there are only two factors that have any meaningful impact on operational cash: dues and golf operations. Having more people in the dining room on a Wednesday night may bring revenue, but does it produce available cash? 
  • club business model
    The framework of the private club business model stems from the proportional spending across these common functions. Analysis of industry data confirms that these proportions do not vary with the size or location of a club.
  • club membership kpi
    Dues revenue is a two cylinder engine—the number of members and the amount each member pays. Asking other clubs "what are your dues?" does not help a club understand how its own dues engine is performing.
  • healthcare cost club industry
    Healthcare is a serious issue and you need more than just a good broker to help you balance affordability with providing a competitive package for your employees.
  • Join Club Benchmarking


Sample Reports

Club Benchmarking Members have access to a wide range of customized reports which are delivered as either PowerPoint slides, MSWord files or PDFs with one click. Here are a just few examples of what's available: