How to price corporate membership packages for a club

To price a corporate membership package, start from your individual subscription per nominee, then adjust for spare capacity, transferability and what the package includes. Published packages run from about 97% of the individual rate per nominee (Western Club, Glasgow: £1,700 for three nominees against £585) to four or five times it (UCD University Club: €1,000 for two nominees against €125).

• The pricing unit: the nominee, meaning a named person who uses the club on the company’s account. Price per nominee first, then build the package.
• The asset on this page: the Nominee Pricing Formula, worked end to end for a four-nominee package at three capacity levels, giving 93% to 141% of the individual rate per nominee.
• The decision rule: discount nominees only when the club has spare capacity; price above the individual rate when there is a waitlist, because each corporate slot displaces a paying joiner.
• What drives the price: nominee count, named or transferable cards, bundled room hire or credit, and any entrance fee the club forgoes.
• What this page is not: how to find and pitch corporate buyers is covered in our guide to selling corporate club memberships.

What do published corporate club packages charge per nominee?

Published corporate club packages charge anywhere from slightly below the individual rate per nominee to four or five times it, depending on what is bundled. Most clubs do not publish corporate prices at all; the three below do, and each figure was read on the club’s own page on 14 October 2026.

Three different pricing logics sit in this table. The Western Club prices corporate nominees almost exactly like individual members and charges the same £150 entrance fee as an ordinary member aged 36–65. UCD sells a business-facilities bundle, with parking permits for every nominee and complimentary room hire for one, two or four events, so its per-nominee price reflects the bundle rather than access. UWA’s club prices one full-fee nominee and adds cheaper delegates, a volume discount on extra heads. None of these clubs publishes how it arrived at its price.

The Nominee Pricing Formula: how to calculate a corporate package price

The Nominee Pricing Formula prices a corporate package as nominees × individual rate × a capacity factor, plus inclusions at cost and displaced entrance fees. Transferable cards add a premium. Every input below is a labelled assumption for an illustrative club with a 2,000-a-year individual subscription (use your own currency); replace each one with your own figure.

Read the bottom rows before the top ones. Even the spare-capacity package lands at 93% of the individual rate, not at a deep discount, because the inclusions are a real cost to the club. The quotable rule: a corporate nominee who pays less than an individual member is only good business if the club has empty tee times, tables or rooms for them to fill.

Should corporate nominees pay less than individual members?

Corporate nominees should pay less than individual members only when the club has spare capacity at the times nominees will use it. The threshold table below turns that into a decision; the utilisation bands are our suggested cut-offs, not published benchmarks, so test them against your own booking data for the busiest four hours of the week.

The cap matters as much as the price. Corporate nominees who arrive at peak times with guests can crowd out the individual members whose renewals pay most of the bills, which is a membership problem no price fixes.

Named nominees or transferable cards: how should the price differ?

Transferable corporate cards should cost more than named nominees, because a card that any employee can use gets used more often than one tied to a single person. A named nominee behaves like an individual member who happens to be invoiced to a company. A transferable card behaves like a pass that the company will route to whichever staff member is entertaining that week, so usage per card rises. Price the difference as a premium on the base (15% in the worked example above, an assumption), or allow transfers only once a year when a nominee leaves the company, which is the approach UWA’s club terms describe: the membership belongs to the company, which can elect a new nominee if one leaves.

What should a corporate membership package include?

A corporate membership package should include things the club can deliver at known cost in quiet periods, such as room hire and dining credit, not peak-access discounts. Price every inclusion at what it costs the club, not at its menu value, and keep the list short enough to fit on one page.

• Good inclusions: room or boardroom hire on weekdays, a fixed number of guest passes, a food and beverage credit that offsets an existing minimum spend, the company name in the member directory.
• Risky inclusions: unlimited guests, peak-time booking priority, or any discount that individual members cannot get.
• Governance: whether nominees vote or hold office is a constitutional question for your club’s rules, not a pricing lever; settle it before the package is sold.

A package that bundles a corporate golf day or event is a different product with a different buyer; our guide to how golf clubs fill corporate golf days covers that one.

How should a club review corporate pricing each year?

A club should review corporate pricing each year against one number: visits per nominee per year compared with the average individual member. If nominees use the club less than individuals and renew anyway, the price is too low or the package is too generous; if they use it more and the waitlist grows, raise the capacity factor. Record which companies renew and which nominees actually turn up, because a package with four nominees and one active user is a renewal at risk. For how corporate and other categories fit into the wider dues structure, see our private members club business model page and the membership marketing guide.

What does building corporate pricing in-house cost?

Building corporate pricing in-house costs a club about two to three days of finance and membership time, and the slow part is the usage data rather than the maths. Our assumptions: half a day to pull peak-time utilisation from the booking system, a day to cost the inclusions with the catering and events team, half a day to model three capacity scenarios, and a board or committee meeting to agree the cap. The skill needed is honest costing; the thing that breaks is the annual review, which tends to be skipped once the first packages sell.

The price is only half the job. A corporate package still has to be put in front of the right local firms and followed up; how clubs keep that pipeline full is the subject of our golf club lead generation page.

Frequently asked questions

How much should a corporate club membership cost per nominee?

Start at your individual subscription per nominee and move from there. Published examples run from about 97% of the individual rate at the Western Club in Glasgow (£1,700 for three nominees, against £585 for an ordinary member aged 36–66) to four or five times the individual fee at UCD University Club, where parking and room hire are bundled.

Should a corporate membership pay an entrance fee?

Charge one when the club has a waitlist, because each corporate slot displaces a joiner who would have paid it. The Western Club, for example, lists the same £150 entrance fee for a corporate member as for an ordinary member aged 36–65. With spare capacity, waiving or reducing it is reasonable.

How many nominees should a corporate package include?

In the published packages above it is two to four: UCD offers two, three or four nominees and the Western Club prices on three. Sell extra heads as add-ons at a lower rate, as UWA’s club does with delegates at A$180 against A$353 for the lead nominee.

Are transferable corporate cards a good idea?

Only if they are priced for the extra use. A card any employee can use gets used more than a named membership, so add a premium to the base, or allow a change of nominee only when someone leaves the company.

Is pricing a corporate package different from selling one?

Yes. Pricing is about capacity, cost and fairness to individual members; selling is about finding firms that entertain clients and showing them the package beats paying as visitors. Get the price right first, then build the target list.