- Supplier Voice
- Front-Line All Stars
“Control your controllables.” This is the advice I often give to facilities when they ask me why they continue to miss their membership sales goals. It should go without saying that having the right staff, the right script, the right marketing, etc, all have enormous impacts on outcomes — but usually I find the plan itself is flawed. Or even worse there is no plan at all, just hope.
I have reviewed quite a few membership sales plans over the last 20-plus years. Universally, I find two commonalities present:
Where things tend to go off the rails is with what lies in between those two things. Often there is no actual plan on how to bridge our “why we exist” with our “desired financial outcomes.” There is always a lot of strategy talk about opportunities in the market or what our unique value proposition is, but very little practical application on how to get there. These are the facilities that often time fail to meet their own expectations.
To make it simpler to discuss what a successful roadmap looks like, let’s break a membership sales plan down into three basic phases. If phase one is, “Who do we want to serve?” and phase three is “reliable streams of revenue,” then phase two is the “blueprint of sales success.”
To keep it simple, let’s use a monthly new unit sales goal of 100 memberships. The first thing we need to do is to work this math backwards.
Our Membership Sales Plan
Sounds like a lot, right? It is until we divide it up over a team of four people over a month.
Breaks down into…
Continuing to break this down into daily goals, based on 20 working days at 8 hours per day, we get:
That is certainly a reasonable expectation of a membership counselor’s workday. The next question you should be asking is, “What do I expect for them to do the other six hours of their work day?” Let’s save that for another day.
Many things will ultimately affect whether your facility will be able to flourish. But by measuring, monitoring and managing the things you can control, you will have set your center up with a solid plan for sales success.
Jason R. Stowell is the division director of fitness and wellness for JCC of Greater Pittsburgh. He is an award-winning fitness leader with over 20 years of successful experience providing strategic planning, talent management, and expert-level sales training in the health and fitness industry. “My mission is to help businesses from both the commercial and non-profit worlds build stronger revenues through innovative programming, an industry leading sales approach and purposeful engagements with both our members and staff alike.” The ultimate goal is to enhance people’s lives by enriching experiences to all those who we serve. The relationships we create should be transformative, not simply transactional.