In an industry driven by attrition rates and length of stay, a shift is underway. Club operators are realizing that retention is not the strategy. Instead, loyalty is the real driver.
“Loyalty is defined much differently than retention,” said Mark Miller, the COO of Merritt Clubs. “Traditionally when we look at retention, we measure by the attrition percentage. Loyalty is more about our brand and how do we make [the club] part of their life, so they don’t ever leave.”
That distinction matters. Retention shows what already happened. Loyalty explains why members stay — and why they leave.
Loyalty Is Built on Emotion and Connection
For operators navigating rising competition, higher acquisition costs and increasingly savvy consumers, understanding the human side of loyalty may be the most powerful growth tool available because it’s the one advantage competitors can’t easily replicate.
“Loyalty is really about emotion and connection,” said Ralph Rajs, the VP of Education at Peake Media and an industry veteran. “People will stay even when a bigger, better competitor opens next door because they feel connected — and that’s not always a rational decision.”
Clubs that focus exclusively on metrics such as check-ins, contract length and billing cycles often miss the truth that loyalty comes from connections, not numbers.
“It’s really important for people to understand the difference between retention and loyalty,” added Rajs. “Retention is really the end result of upstream loyalty. When we have great member loyalty, well then, the measurement is actually retention.”
And the stakes are high. “If we can improve retention by even just a couple of percentage points, it’s a significant impact on the financial well-being of a club,” said Rajs. But that improvement comes from cultivating relationships.
Onboarding Sets the Trajectory
Both Miller and Rajs point to onboarding as the single most influential phase of the member lifecycle.
“The key to member loyalty all lies in how they are first treated,” said Miller. “How you integrate them into your clubs and their lifestyle and then how do you reinforce and keep [them] engaged.”
Industry data consistently shows attrition is the highest in the first few months of membership. “Generally speaking, if you can get people past their first six months, their retention rate goes up significantly,” said Rajs.
But getting there requires much more than a quick tour and a welcome email.
“If someone comes in that first time and feels inadequate or unsupported or intimidated, the likelihood of them coming back again is pretty low,” said Rajs.
Personalization is also essential. When clubs have longtime fitness enthusiasts and beginners just starting to work out joining as members, their onboarding needs to be different. That beginner may need significantly more guidance than an experienced member — and meeting both needs is a challenge.
Loyalty is about the Person not the Numbers
Technology may support loyalty, but it cannot create it.
“Loyalty is a human thing and AI, or technology, will not make members loyal,” said Miller. “The people you have and the members you have do.”
Rajs echoed this, noting that while automation has its place, it’s only supplemental. “It’s in support of our human connection, but can’t be the substitute for the human connection,” he said.
At the ground level, loyalty is built through simple behaviors executed consistently.
“It starts with staff connecting with members authentically,” said Rajs. “Using their name, knowing something about them … just making it feel like they’re important when they come to the club.”
That level of consistency doesn’t happen by accident. It requires intentional hiring, training and reinforcement. “You have to hire people who like people,” said Rajs. “It’s a lot harder to execute every day and has to be somewhat systematized.”
Similarly, Miller noted that clarity and alignment are essential. “You must be clear and everyone on your team must know what it looks and feels like. Then you train it, track it and adjust where needed,” he said.
While staff relationships form the foundation, member-to-member relationships deepen loyalty.
Group fitness classes, sports leagues and recurring programs naturally create familiarity. When clubs intentionally support those connections, loyalty accelerates. “Creating an atmosphere where members connect with each other is a significant loyalty opportunity — and it can be intentionally facilitated, not left to chance,” said Rajs.
Rajs explained how he hosted monthly socials for specific member groups such as bagels and coffee for morning group fitness, and pizza and beer for tennis players with staff facilitating introductions. “Before you know it, members are meeting at the trailhead for a hike on a Saturday just on their own,” he said. “That’s fantastic.”
These connections transform the club from a place members go to a place they belong.
Loyalty also extends beyond the four walls of a club. Being a place the community sees is a strong differentiator. Sponsoring local races, donating to school fundraisers and supporting charitable causes creates pride and emotional connection.
Miller highlighted culture as a decisive factor as well. “The experience they perceive drives their usage and retention,” he said.
The experience is shaped by cleanliness, functionality and energy. “Friction, staff and operation defects — broken stuff, not being clean, not being friendly — those are the top killers of retention,” said Miller. “Sometimes the little things impact retention the biggest.”
Loyalty Requires Leadership and Vigilance
Even loyal members can drift. The key is recognizing the signals early.
“Usage is one KPI that helps,” said Miller. “If you see usage dropping, you have an issue.”
For Rajs, when staff is seemingly uninterested, members will become uninterested in the club. “Indifference is probably the biggest driver away,” he said. “When members feel unseen or uncared for, everything else becomes magnified.”
Pattern breaks can also signal a retention issue. “If someone is coming every Saturday morning for two years and then they stop … now they haven’t been in for three weeks — that’s a red flag,” said Rajs.
This is where data and technology can play a meaningful role. Automated outreach like a check-in text or email can reopen the door. But personal follow-up matters the most.
“Our teams know their members,” Miller said. “If they are not in, they call them and check in.”
Ultimately, loyalty requires a mindset shift. Honesty, accessibility and visibility from leadership matter.
Loyalty is built through consistent care that is shown daily, reinforced culturally and supported systematically.
In a crowded marketplace where equipment, amenities and pricing can be copied, loyalty remains the ultimate competitive advantage. Clubs that understand this aren’t just retaining members, they’re earning lifelong advocates.
