will be clear on what is important to our organizations and will stay fo- cused on putting first things first. With a renewed emphasis on employ- ees, we will strengthen the human in- frastructure needed to withstand the storms of change. Investing in plan- ning and in our people will create a true competitive advantage. Moving forward, I suggest consid-
ering a number of questions beyond the typical annual management bud- get retreat agenda items:
What are the key challenges
to providing value for your custom- ers in your club or personal training business?
How can you increase value
for your customers without fancy marketing initiatives or new equip- ment and amenities? What training do you and your
employees need to better satisfy your current and prospective customers?
What key benefits will your
customers will be looking for from you in 2009?
How will you measure results
of your non-financial strategies to know if they are working?
We can no longer expect the re-
sults we previously enjoyed unless we make immediate improvements in communicating the revised strategic plans of our organizations. Your em- ployees must clearly understand what is now important to your business’ success: responding to the needs of your customers and your business. Employees will also need to fully un- derstand the consequences of not do- ing so. Some may feel that this type of pressure creates undue stress, but I feel strongly about honesty and accountability. Your employees will want to know
how the club is doing with the strate- gic plan, as well as how they are do- ing individually with their personal objectives. Your key people need to
be secure and confident with your plan and with the progress of the business. In these insecure times, you will need to add a measure of secu- rity to their lives by being fully trans- parent at all times. As an industry, we need to get fo-
cused. We can’t constantly be chang- ing our plan or direction or our cus- tomers and employees will be in a constant state of flux and anxiety not knowing what to expect next. We need to learn from other lead- ing service organizations and indus- tries how to retain customers and not waste time, money and energy in the process. I see the need for us to slow down
and dedicate time and resources to proper long-term planning and ex- ecution. In this way our business- es will not just survive, but they will thrive from a much more solid platform.
“MAKE PLANNING AND SATISFACTION YOUR TOP PRIORITIES.”
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January/February 2009 Fitness Business Canada 21
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