When it comes to marketing and managing health and fitness facilities, too many clubs today operate under the belief that the real truth is not important, but rather what the customer perceives to be the truth is important. However, when the “disconnect” is inevitably discovered, this approach is often characterized as a “bait and switch” or “smoke and mirrors” with an end-result of customers walking out the door, never to return. Thus, a critical factor in the successful operation of a quality health club is the creation of a logical, defensible and rational link between the customer’s perception and the reality of your club’s offerings. This is true for the ever-present task of attracting new members as well as for the equally important challenge of retaining current ones.
One might say this is nothing more than “truth in advertising,” but it is far more than that. Successful clubs have a way of finding balance between the personal needs of members and the financial needs of the business. Moreover, they do so throughout the “membership lifecycle” of a customer. And, while there are many “touch points” throughout a “membership lifecycle” the following four will serve as examples of how your club can bridge members’ perceptions with operational reality.
Touch Point One: First Contact
You only have one opportunity for a first impression!! In the club business, the first impression of your club is often out of your sight. It is through advertising, or word of mouth from a current or former member or from a member of the medical community. However, just because it is out of your sight does not mean it is out of your control. Your advertising should creatively, but accurately, reflect who you are and what you offer. This is even more important when one first visits your facility, for it is at this point that the prospective member forms the real first impression. It is also at this first contact point that you must determine if there is a fit between your offerings and the prospective member’s needs. If so – close them! But, if there is not a good fit, redirect them to the appropriate setting. Far too often the pressures of making a sale will cloud-out meeting the real needs of a prospective member. Thus, the real desired outcome of the first contact is to clearly, and truthfully, demonstrate the linkage of the perception that brought the prospective member to your club with your quality offerings.
Touch Point Two: Daily “Sales”
Far too often club staff forgets the need, and the opportunity, to “resell” current members everyday. It is true that your current members have already established a perception of your club, but the reality is that progressive clubs change as new programs or new approaches are offered. Your staff should continually assess a member’s readiness for change in order to direct them to appropriate activities and offerings. Moreover, it is from such activities that operators can learn more precisely what their membership wants. Meeting the needs of the current membership is the true economic engine of successful clubs.
Touch Point Three: Delivering on Programs
It is one thing to be cognizant and responsive to the programmatic desires of your membership, but it is another to offer a program that delivers on their perceptions and expectations as to outcomes. Obviously, a club can not be all things to all members, but when it does advertise and offer new programs, those programs must produce the proclaimed results.
Far too often gimmicky programs are hastily developed to respond to perceived needs only to lead to disappointing outcomes. When you are responsive to your members’ needs, offering quality, proven programs, and delivering on your promises as a result of such programs, you will have a higher retention rate as well as a healthier bottom line.
Touch Point Four: The Exit
Like all lifecycles, things do come to an end and more often than we like, good members do move on. Such times provide a unique opportunity for an open discussion of a view of your club through the eyes of perhaps a long-term and valued member. The member’s perspective and perception of what your club is, hopefully will match yours. However, of equal importance is an opportunity to capture this valued member’s perceptions as to what your club can truly be. Every club can improve and some of the very best ideas will come from those members who found that their expectations and perceptions were met by your club’s operations and offerings.
There are literally dozens, if not hundreds, of other “touch points” to consider in attempting to find solutions to everyday operational and programmatic challenges. However, recognizing and linking a member’s perception to the reality of your offerings will greatly enhance the likelihood of the initial and long-term satisfaction of your members as well as the success of your club.
Robert C. Karch, Ed.D. is the Chairman of Biometrics Nutrition & Fitness. He can be contacted at 866.BIO.1922, or by email atbob@biometricshealth.com.
