We wanted to maintain the experience, facilities and service that they’d get in a mid-market club – to get away from the idea that ‘cheap’ means tatty or dirty


But everything else is pulled back to be a really tightly run, low-cost operation.” The clubs also have, say its founders,


some differentiating factors to future- proof it as the budget market gets increasingly competitive and low-cost operators start going head-to-head. First of all, Fitness4Less has a studio for group exercise classes – it’s not the only budget offering to have this, but group exercise is still not standard among budget clubs. Perhaps more unusually, it also offers


a ladies-only gym, which Emma believes is key to the brand. Seen as another way to get around any ‘buts’, in new-build clubs this is located so that women don’t have to re-enter the mixed area once they’ve changed into their gym kit. And in terms of personnel, instead of


working a long shift where they might get bored, staff are generally asked to work in short bursts. All the opening


june 2011 © cybertrek 2011


hours (6.30am–9.00pm on weekdays, 9.00am–5.00pm on Saturdays and 10.00am–4.00pm on Sundays) are covered by at least one person, and at peak times there are two or three members of staff present. Cleaners play an important role in any


high usage club, but particularly so at Fitness4Less; where necessary, they are also required to deal with members and wield a paintbrush to cover scuff-marks. The role of fitness instructor doesn’t


exist, but receptionists are expected to have some sort of background in health and fitness and many are qualified to lead studio classes. All of the PTs are freelance and can either pay their rent in cash or by working shifts and taking classes.


A LEAN OPERATION I meet the team at Cheltenham, a 5,500sq m (18,000sq ft) former


The Bristol club (above) has been turned around since it converted to the budget model, while Southwark (left) opened in April


Bannatyne club – acquired a month earlier – at which Fitness4Less is looking to double the membership to at least 3,000. It has inherited some ingredients at the


site that don’t fit with its operation: three sunbed rooms and a treatment room offering manicures, pedicures and waxing. These are under review and likely to be removed. And there’s still some work to be done to get the club running to the team’s way of thinking generally. Office staples such as telephone lines and photocopiers are even removed to cut costs. “Having a photocopier suggests that staff are printing out timetables, rather than getting members to take them off the website,” says Neil, with a shake of the head.


Read Health Club Management online at healthclubmanagement.co.uk/digital 33


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