| CBI Interview| JimSnow
Gold’s Gym International, Inc., is relying on his vast hospitality industry experience to make it ‘The Best Franchisor in this Space’
By Patricia Amend
CBI: When you moved from Omni Hotels to become president of Gold’s Gym International, Inc. (GGI), in 2009, it raised a few eyebrows. What valuable qualities, skills, and experience did TRT Holdings, the parent of both companies, hope you’d bring to bear on GGI?
JIM SNOW: I think TRT saw it as a logical move, since the hospitality and fitness businesses have many fundamental components in common. They each have guests, facilities, sales departments, and a lot of competition, and rely heavily on great customer service and their ability to develop strong customer loyalty. The hotels I’ve managed were consistently ranked at the top of Omni’s guest-service and profitability metrics. This experience translated remarkably well to what we’re doing now at Gold’s Gym.
CBI:Recently, in CBI, John McCarthy, IHRSA’s executive director emeritus, wrote that one of the most important things that the industry needs to do today is “redefine itself as a hospitality business” and become much more “consumer-centric.” Your thoughts on that concept and how it relates, specifically, to Gold’s?
JS: John is right on point. The fitness industry has a culture built around sales, while the hospitality industry has a culture built around service. But it wasn’t always like that; the hospitality industry was once dominated by full-
service hotels. When the economy brands began entering the market at a rapid pace with high-quality products, free amenities, and low prices, the competitive pressures escalated dramatically. The luxury hotel segment was forced to improve its products and service, and, today, it’s synonymous with service. The fitness industry faces a strikingly similar development, and consumers’
spending habits have changed. Therefore, it’s more important than ever to provide value, regardless of what segment you’re in. Service is driven by culture, and cul- ture revolves around people—not programs. A service-oriented culture requires a strong commitment by a company’s leadership.
CBI: How would you best describe your own leadership style?
JS: I’m a driver, and I expect fast results. And, while I don’t change things for the sake of change, the reason that I’ve assumed the positions I have is because progress had become stagnant or things were outdated. I also try to be very transparent for everyone, and, generally, people appreciate that.
CBI: When you came on board, did TRT provide you with a list of specific goals or objectives?
JS: Our guiding principle is: “To Be the Best Franchisor in this Space.” Our three > www.
ihrsa.org |
Highlights » Fitness/hospitality » Franchisee upgrades » Gold’s Gym Express »Worldwide expansion
Jim Snow became president of Gold’s Gym International, Inc. (GGI), in 2009. A graduate of Kansas State University, he brings more than 23 years of experience in the hospitality and service industries to GGI, having developed an impressive track record in sales, retail, marketing, and management in a multi-unit, service-driven environment. He embarked on his career with Omni Hotels in 1992, and worked his way through numerous executive positions within the company. Most recently, he served as regional vice presi- dent of operations for Omni Hotels, a sister company of GGI, where he oversaw several high-profile properties, thou- sands of employees, and millions of dollars in revenue. Under his leadership, Omni Hotels was twice recognized as one of the “Best Places to Work in Texas.” Snow resides in Dallas with his family. He works out daily at a Gold’s franchise near GGI’s corpo- rate office and, on weekends, at a corporate-owned club near his home. —|
JULY 2011 | Club Business Internat ional 31
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