Leisure Management - Retention still not given the necessary attention by gyms

Letters

From Health Club Management 2013 issue 4

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Retention still not given the necessary attention by gyms

Clubs should not over-rely on social media to boost member retention

Paul Bedford’s letter last month hit the nail on the head (see HCM March 13, p6): there’s a general lack of robust or clean member data in the industry, which can make retention analysis very difficult.

Two key factors for reduced focus on retention are: the financial downturn, which increases pressure on sales; and new technology, such as social media, which is seen by some as the silver bullet for member engagement.

The recession continues and shows no sign of abating, yet more new clubs are opening. We will only increase market penetration significantly beyond 12 per cent if we engage and retain members. Recruiting members will get more expensive, so focus and investment must shift to a balance between sales and retention.

Social media can be a good member engagement tool, but you need to invest a lot to get reasonable retention returns. Generally speaking, social media communicates with members who are already engaged – the equivalent of interacting with regular members who will never leave. Much greater effects can be gained from a decent induction, regular interactions in the club thereafter, and then messages to members who have missed a few weeks.

Budget clubs are doing wonders with data: collecting, monitoring and using rich member information to grow their businesses. Check your data accuracy, as Paul says, and set and monitor retention targets as you do for sales.

Guy Griffiths - Director, GGFit

We need well-rounded staff working in our gyms

I was interested to read last month’s feature on whether we need staff with fitness know-how on the gym floor
(see HCM March 13, p28).

Operator demand for instructors with the ability to communicate and engage effectively with gym members is growing – a good thing, as I believe such skills have been undervalued in the past. However, there’s a balance to be struck: while we don’t want instructors who drone on ad infinitum about the intricacies of performing a particular exercise, neither do we want instructors who are more akin to welcoming hosts than technically competent professionals.

The fitness sector has reached a tipping point, with the medical fraternity more prepared than ever to enter into a dialogue around preventative healthcare. This is a massive opportunity to broaden our appeal and establish a professional identity within the wider healthcare arena. But to do this, we must at all times work to enhance the professional credibility of the job roles within our industry. This will not be done by over-egging the importance of one aspect of the role of an instructor over another – we need well-rounded professionals who can positively impact on all aspects of a client’s physical and psychological wellbeing.

Julian Berriman - R&D director, Premier Training

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Gym staff: Soft skills cannot be a substitute for technical knowledge

Originally published in Health Club Management 2013 issue 4