Every facility follows a business model, which impacts all costs,
including salary levels. When looking at these figures, keep in mind how costs are associated with revenue. For example, it is simpler to
associate the cost of a personal trainer with the revenue of a session fee than it is to associate the cost of a fitness instructor with the revenue of a membership fee, which allows access to an entire facility. These cost-revenue associations may impact compensation.
Most fitness facilities spend thousands of dollars on advertising in the hope of recruiting new members. Once a campaign is launched, if people don’t immediately start calling or
walking through the doors with their checkbooks in hand, everyone is disappointed. How do you get the results you are looking for? Follow these 10 guidelines.
How much equipment can fit into how much space at what cost?
a reality, though, can be quite a challenge.
How much space is needed? What kind of equipment will it take? Can the overall objectives be achieved within the designated budget? Many questions must be answered to successfully outfit and open a facility. This article presents a basic overview of how to gauge space and equipment needs for...
Each year business owners and managers in the fitness industry spend millions of dollars promoting their
facilities and trying to sell memberships. Every form of media is utilized
—television, radio, direct mail and so forth. And yet, when we ask those
customers who do end up joining our clubs how they heard about us, the number one answer in my many years of experience remains the same: word of mouth. Here’s what I hear: “My
sister is a member.” “My neighbor
encouraged me to join.” “My friend
at work brought me as a guest.”
In the last “Money” column (January 2001), I addressed what it takes to start a new fitness facility. As you may recall, I introduced “Mark,” a real-life entrepreneur who lives in “Smithville,” a fast-growing suburb on the U.S. East Coast. Despite my warnings, Mark opened a 10,000-square-foot club with $100,000 of his money and additional funds from investors. His competition was a slightly aging YMCA, a licensee of a popular fitness chain, an older racquets-based club and a small “ma and pa” operation.
Average hours worked and compensation for the industry were reported in the January 2001 issue of IDEA Health & Fitness Source. These charts break down those results into regions. When looking at the numbers, consider that the region includes big cities and suburban areas, as well as small towns.
There is nothing wrong with competing on price. However, if it’s not a part of your overall marketing strategy, then flirting with price concessions to win short-term business could indicate a dangerous trend for your business. Compete on value, rather than price. Use the following questions as springboards toward action.
How well do you serve your clients? Here are 20 ways for you and your business to provide outstanding customer service.
Customer Service on a Platter
By Sherri McMillan, MSc
A few years ago an elderly gentleman walked into the gym where I worked and claimed he had never exercised a day in his life. Surveying the spread of our facility, the portly individual explained how he finally decided it wa...
By Gregory Florez
Envision Your Web Site
n the January "Online Trainer" column, we addressed five critical questions to ask before deciding whether you need an Internet presence for your personal training business. In this issue, let's examine what those entrepreneurial trainers ready and willing to take the dot-com leap need to know to get started, including: I what makes a ...