Swiss golf clubs face rising operational costs, competitive pressure, and increasing expectations from members and guests. While benchmarking is widely recognised as a useful management tool, existing approaches lack standardisation and practical applicability. Differences in business models, outsourcing practices, and internal definitions limit the comparability of performance data across clubs.

The project combined a comprehensive literature review with the development of a digital questionnaire covering financial performance, operational metrics, course quality, and personnel, risk and service quality. The instrument was tested and refined through a cognitive interview with an experienced golf club manager, allowing theoretical indicators to be adapted to real-world managerial practice.

The project resulted in a refined benchmarking questionnaire that balances scientific rigor with operational feasibility. Key improvements include clearer definitions of performance categories, the separation of core golf operations from optional modules such as gastronomy, and flexible data input options that account for outsourcing structures. Strategic filters were added to reflect different club orientations, such as member-focused or pay-and-play models. The final instrument provides a robust and practical foundation for future industry-wide benchmarking in Swiss golf club management, enabling more meaningful performance comparisons and better-informed managerial decision-making.