The purpose of this study was to investigate the inter-relationship between strategic factors of golf club management. The sample is of this study focuses on strategic activities of 117 membership clubs out of 165 membership and non-membership clubs and classifies regional provinces as 7 sectors such as Seoul-Incheon, Gyeonggi-do, Gyeongsang-do, Chungcheong-do, Jeolla-do, Gangwon-do, Jeju-do. The questionnaires were sent to 304 managers in 38 clubs, 8 in each club, and were fully collected. After conducting several empirical tests, this study finds the followings. First, There are 5 strategic clusters such as stuck-in-the-middle cluster, marketing differentiation cluster, low cost cluster, technology differentiation cluster, and focus cluster. Finally, In business performance of 18 hole golf clubs, stuck-in-the-middle cluster are the most effective, and focus, low cost, marketing differentiation, and technology differentiation clusters follow in order. In business performance of 27 hole golf clubs, marketing differentiation cluster are the most effective, and technology differentiation, focus, stuck-in-the-middle, and low cost clusters follow in order. In business performance of 36 hole golf clubs, focus cluster are the mosteffective, and marketing differentiation, low cost, technology differentiation, and stuck-in-the-middle clusters follow in order. In overall performance, the focus cluster is the most effective, and marketing differentiation, technology differentiation cluster, stuck-in-the -middle, and low cost clusters follow in order.