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.
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.
When faced with the dilemma of how to motivate employees, many managers simply avoid offering employee incentives because they “don’t have it in the budget.” Yet most employees can be handsomely rewarded if managers budget time, effort and a bit of creativity.
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.”
PERSONAL TRAINER PROFILE
Subject: Nicki Anderson Location: Naperville, Illinois Company: Reality Fitness Studio Experience: Tenth year as trainer; third year as owner Maverick Strategy: In 1998, I opened my own studio to work with clients intimated by the regular gym setting. The studio is not a typical health club: It is 28,000 square feet, with five private r...
With so many fitness activities available, how do you determine which ones are a good fit for your business? Asking current customers is your first step to answering that question. Surveys, informal conversations and tracking participation are good ways to find out what clients are interested in. The second step is to see what other facilities are offering, both locally and nationally, and predict if your customers will like the same programs their customers do.
In my experience, the number one mistake managers and owners make when hiring new help is failing to look beyond the stack of employment applications. Great employees already have jobs. Most people with jobs do not fill out employment applications unless they’re really unhappy with their current situation. The quicker you reshape your approach to hiring, the sooner you can build your facility’s dream team.
One aspect of being a successful director is the ability to spot a trend before it hits big. Capitalizing on the latest craze before the competition beats you to the punch takes gut instinct and a talented eye. It might be as simple as revising the time a class starts or choosing a new instructor. The following tips can help you determine when it’s time to make a change and how to transition it smoothly.
Each month I receive over a dozen telephone calls from individuals wanting to start new fitness facilities in their communities. Invariably, I hear something like this: “We really don’t have a good health club in our area. None of them take care of people. They cannot hold onto members, especially the 40 and over age group. I want to build a club that appeals to all people. We’ll give superior service and drive our competition out of business in a year.”