The fitness industry is more competitive than ever. If members or prospects can’t differentiate your club from the competitors (especially if the competitors are less expensive) your club simply will not succeed. Here are a few major areas to focus on when positioning your club in the marketplace:
Price: There are several clubs that differentiate themselves by being the least expensive option. With the right business model, this strategy can certainly work, but only in the right market and without bells and whistles and the expenses they bring with them (like pools, courts, group exercise classes).
Service: It is easy to say, “we provide better service than other clubs,” but how do you show it? If your club is $30 a month more than your competition, there needs to be proof that their experience will be more pleasurable, and that means focusing on your customer service.
I often hired “secret shoppers” when I managed facilities (because the staff would provide better service if I was looking over their shoulders — that is not necessarily indicative of how they normally treat members or prospects). Front Desk staff is perhaps the most important in this case, because they are often the staff member that has the most interaction with members, and is the first person the prospect meets when they come in to visit your facility. A great tool to measure member satisfaction is a short member survey, which focuses on the members’ opinions of your service. Better club management software has the ability to keep track of their responses, as well as the ability to e-mail responses back to the club owners.
Amenities: This is a great tool to position your club. Concentrate on what your club has that your competitor’s lack. Don’t mention the obvious, and concentrate on the different. The key is to mention something you have that no one else does (pool, group exercise classes, Yoga, Pilates, nutritional counseling and massages) just to name a few.
For example, if your center is the only one in the area with a pool/whirlpool, do you mention it in all your marketing materials? On every tour do you mention/show the pool even if they aren’t a swimmer? The option of relaxing in the whirlpool (even if they never actually use it) may be the deciding factor to a prospect. Do you market to local schools’ swim teams? Do you implement group exercise water classes and market specifically to that market (seniors, people with arthritis)? Do you showcase the benefits of exercising in a pool that are superior to exercising on land (to members and prospects)? Do you market to local doctors to refer their patients to you that may benefit from using your pool? Do you do an interest profile on all prospects/members so you can do targeted e-mail blasts regarding the pool, group exercise schedules or new classes? The better club management software has the ability to do targeted e-mail blasts to make this much easier.
Accomplishing Goals: Perhaps the most important of them all. What good is paying the lowest cost if the member never reaches their fitness goal? The low cost model is fine for people that are fitness enthusiasts and make it a part of their life — but that is a small percentage of the people (and most members at those facilities never reach their fitness goals). If members reach their goals they are less likely to leave for a competitor. Do you post success stories internally or in marketing? Do you reach out to a member whose usage is slowing down and offer them a complimentary consultation with a trainer? You could attempt to sell personal training during these consults, as results are certainly higher for those with a trainer.
At the minimum, this tactic is a great example of showing the members that you care. Do you sell a higher-priced membership that includes some personal training? Do you market to prospects specifically asking them if they are reaching their goals and showcase why your center would give them a better opportunity for them to reach their goals? Some club management software has very detailed reports that will help you determine members that are at risk to cancel before they do (by usage, tracking results).
If you are having difficulties with competitors, make it a point to differentiate yourself. Use whatever strengths your club has, and focus on those with your current members and prospective members. Think of new ways to take advantage of what sets you apart.
Competition can make you stronger and more profitable if you have a strategy for making it clear to everyone why you are different than them and why you are a top choice for many customers.
Len Bell is the Asst. Sales Manager at Twin Oaks Software. He can be reached at 866.278.6750 or by e-mail at lbell@tosd.com, or visit www.HealthClubSoftware.com.
