Maximizing membership dues revenue remains one of the most critical — and often misunderstood — aspects of club operations.
In the latest Thought Leaders panel, leading operators in the fitness industry discussed how pricing, perceived value and confidence intersect to drive sustainable revenue growth without sacrificing member trust or long-term growth.
The Pricing Opportunity Already Exists
The panelists emphasized that, for most clubs, the opportunity to increase dues already exists. “Most clubs can charge a lot more than they’re currently charging,” said Mark Harrington Jr., the president of HealthWorks Fitness, noting that many operators underestimate the value they deliver and hesitate out of fear rather than data.
Throughout the discussion, panelists challenged the assumption that price resistance is as significant as many operators believe. Mary Olson, the general manager of Little Rock Athletic Club, challenged the idea that consumers simply want the lowest price.
“I think there’s been a lot of education with the consumer in regards to what the value is they can get, the results they can get if they do pay more, or the community, or the experience,” said Olson, adding that members today better understand that quality experiences come at a cost.
Mel Kleist, the CEO of East Bank Club, reinforced this idea by framing pricing as a balance between service, quality and cost. “You can’t win on all three,” he said. “We’re trying to do quality and service at the highest level possible, and then, make sure that we don’t have to be at the highest price.”
Kleist added that this balance only works when members can clearly see ongoing reinvestment in the club.
Consistency Beats One-Time Price Jumps
Several panelists emphasized the importance of consistency in pricing strategy. Olson shared that her clubs raise dues annually. “If you lose a year, you don’t actually have the opportunity to make that up,” she said, explaining why skipping increases — even during uncertain times — can have long-term consequences.
JoAnna Welle, the COO of Wellbridge, echoed that discipline, noting that fear rarely aligns with reality. “I’m always scared when we press those go buttons,” she said. “But after 35 years of doing it … results are about the same every year.”
In other words, member backlash is usually limited, predictable and manageable.
Harrington Jr. pushed the group to rethink static pricing altogether. “Don’t go up by 10 bucks — go up by two bucks and see what the reaction is,” he said. “Our industry is trapped in old-school thinking that pricing has to be fixed,” noting that consumers are now accustomed to dynamic pricing in nearly every part of their lives.
Why Internal Confidence Matters as Much as the Math
While math and market analysis matter, panelists agreed that internal readiness is just as critical to a successful dues increase. Welle stressed that staff confidence can make or break a dues increase. “Does our team have the confidence to respond to the inquiry about why the dues increase?” she said. “If not, we’ve got to work on that before we determine the increase.”
That confidence is rooted in transparency and purpose. Welle explained that members often respond positively when they understand the increases help support staff wages. “As soon as you say that, members are like, ‘good,’” she said. She emphasized members want their favorite employees to be paid fairly and stay with the club.
All-Inclusive Value Builds Trust
When asked about bundling, many of the operators said their clubs don’t bundle and instead shared an all-inclusive philosophy. Olson shared that adding Pilates reformers and recovery amenities into base membership created strong value without fragmenting the member experience. “Not everyone uses it, but they see the value that we’re not charging extra for that,” she said.
Kleist shared a similar approach, explaining that offering broad access builds trust. “Not every member is going to use every experience, but they love knowing that their club has that,” he said.
Harrington Jr. added that bundling is more critical in high-value, low-price models, where operators need to get more per month without raising the base price for members too aggressively.
When it comes to evaluating whether a dues increase worked, the panelists agreed that complaints and cancelations were the best indicators. “If we don’t get much pushback, it probably means we didn’t go high enough,” said Welle.
Harrington Jr. sees cancellations as a natural filter rather than a failure. “They tend to be people that were going to cancel anyway,” he said. “We’re re-establishing a membership base of people who are really committed and happy with the value we’re providing.”
Top Advice: The Market Is Ready
As the discussion wrapped, the leaders offered guidance on how operators should rethink member dues — and the operational confidence behind them.
Welle urged operators to be confident in the value they provide to their members. Olson pointed towards hospitality. “Offer truly genuine, hospitable service… that service goes a long way,” she said.
Harrington Jr. challenged operators to act immediately. “Raise at least one of your memberships by two bucks in the next 45 days,” he said.
The biggest takeaway from the panel is that the market is ready, members understand value and the biggest barrier to maximizing dues revenue may be hesitation.
Watch the full conversation below.
