The Back Nine Golf franchise offers golfers a way to explore business ownership around a sport they enjoy. The March 6, 2026 FDD describes a 24-hour indoor golf facility with three to five Full Swing simulators, club fitting, golf lessons and party or event space. The model serves subscribing members and the general public.
For prospective owners, the interesting combination is indoor play, technology and a local membership business. The practical challenge is turning that combination into a well-run venue with sufficient bookings, dependable equipment and satisfied customers. Our Back Nine Golf franchise profile provides the companion brand and investment overview.
The indoor golf experience
Indoor simulators offer a setting for practice and rounds without requiring an outdoor course. Back Nine’s disclosed format uses Full Swing equipment and includes additional services such as lessons and club fitting. A customer considering a visit should check the selected location’s booking rules, available services and equipment before reserving a session.
For owners, evaluate how different uses share the same bays. Individual practice, a group round, a lesson and an event can create different scheduling needs. Ask how much time each booking occupies, how changeovers work and who helps a guest when equipment or access fails.
Memberships are part of the disclosed model, but this does not mean every plan includes unlimited play or guarantees a preferred tee time. Compare the actual location’s plans, reservation windows, guest allowances and cancellation rules. Those details matter more to a customer than a broad promise of unrestricted access.
From the Golf Studio to Back Nine franchising
Item 1 identifies The Golf Studio, LLC, formed in October 2020, as the predecessor. It offered Back Nine franchises from November 2022 through October 2023. The current franchisor, Back Nine Golf Group, LLC, was formed in Utah in November 2023 and began offering franchises that month. Item 2 identifies Wil Bangerter as founder and CEO.
This history provides context for the business, but an owner’s decision should also examine the current location format and obligations. A love of golf can help sustain interest in the customer experience; it does not replace financial planning, staff oversight or local marketing.
Training for a new franchise owner
Item 11 describes approximately two to three days of remote training and at least one day at company headquarters in St. George, Utah. Training includes orientation materials and a checklist, with the franchisor monitoring completion. The curriculum addresses Full Swing equipment, social media, the website, troubleshooting, payments, sales and marketing.
Up to three individuals may participate in initial training without a training charge; the franchisee pays travel, accommodation and wage expenses. Both the owner and any manager must complete the required program to the franchisor’s satisfaction. Ask for the actual schedule and participants before arranging travel.
After the initial checklist is completed, the FDD describes periodic remote support by telephone and email. Additional training can be arranged subject to the disclosed notice and expense requirements. Some further assistance is discretionary, so distinguish the standard program from any extra help discussed during discovery.
Ownership requires operational involvement
Item 15 requires participation in day-to-day operations by the owner or a designated manager who completes training. It also states an expectation of active participation and full-time best efforts in managing the franchise. Automated booking and access technology should not be read as a promise of a passive business.
Plan who will keep the venue clean, handle customer questions, monitor equipment and resolve booking issues. Decide how service will be maintained during evenings, weekends and holidays. A 24-hour format creates an access proposition for customers; it does not remove the need for a workable response plan.
Choosing and opening a location
Under Item 11, the franchisee obtains and develops the site at their own expense. The franchisor supplies guidelines and reviews proposed sites, considering matters such as demographics, parking, nearby businesses, competition and premises size. The franchisor does not locate the site or negotiate the lease for the owner, and its approval is required before signing.
The FDD describes approximately 180 days from agreement signing to opening and a corresponding opening obligation, subject to the document’s exceptions. Build a project plan around site review, financing, construction, equipment, training and local requirements. An estimated schedule should be tested against the actual site and contractor proposals.
Visit comparable locations and consider customer travel patterns. Check whether the proposed space supports the intended bay layout and group experience. Consider how evening access, parking and nearby uses could affect the experience you want to offer.
Memberships, marketing and the economics of bay time
A useful forecast starts with available bay hours and realistic utilization. Model memberships, casual bookings and events separately so that you can see whether they compete for peak times. Test lower utilization and membership cancellations as well as the scenario you hope to achieve.
The franchisee remains responsible for local advertising and marketing. The FDD also requires designated technology, including booking and payment systems, and describes customer-management integration. Ask how inquiries are tracked, who follows up and which marketing activities are included in ongoing fees.
Indoor operation does not make revenue immune to weather, seasonality, competition or household spending choices. Budget for occupancy, utilities, technology, maintenance, marketing and management. Membership receipts alone do not establish profitability; compare them with the full cost of delivering the service.
When comparing this opportunity with other business models, focus on the work and resources required. Avoid assuming that a format suitable for one neighborhood will perform the same way in every market.
Taking the next step
Back Nine may appeal to buyers who want to combine enthusiasm for golf with local business management. Its disclosed offering brings simulator play, instruction, fitting and events into one indoor venue. The strongest discovery process connects that offering with your proposed site, management plan and customer research.
Review the Back Nine Golf ownership overview, prepare a location-specific budget and ask current operators about scheduling, equipment downtime and member retention. Use their experience to test your assumptions without treating another location’s results as a forecast for your own.
Source: Back Nine Golf Group, LLC, Franchise Disclosure Document issued March 6, 2026, Items 1, 2, 11 and 15. Planning considerations are editorial guidance.