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conversions of existing clubs that are looking for a name brand banner to help them survive in the very competi- tive club environment. “We’ve survived the recession by
living within our means,” says Jaber. “My vision is to continue to grow on our solid foundation, continue build- ing facilities in communities that are underserved or not served at all, to not overly extend ourselves and to con- tinue employing good people who are team members.” Before signing any new franchise
deals, Jaber vets all potential franchi- sees to determine their financial capa- bility, and also their commitment and leadership capabilities.
People taking care of people “The necessary qualification for me
Gold’s Gym Calgary Alta.
“We’ve incorporated total and com- plete fitness facilities within our loca- tions across the country and that’s re- ally what makes us successful.” He owns and operates four clubs in
the Calgary area, including the head office location, and has franchised 24 other clubs in five provinces–B.C., Alberta, Saskatchewan, Ontario and Quebec–with facilities ranging from 12,000 to 86,000 square feet. Each lo- cation employs between 30-80 people.
Plans to expand Jaber has made a commitment to
Gold’s Gym International to have 40 Canadian clubs established within the next two years. With four addi- tional clubs already in the works, in- cluding a 35,000 square-foot facility with an Olympic-size pool in Vaughan, Ontario, Jaber may easily reach that goal. Besides new construction, the company looks at acquisitions and
is someone who can be a leader,” says Jaber. “You need a quality of leadership where you consider yourself the mayor of your community but also the police chief and the maintenance person. You have to be the CEO, the cabinetmaker and the janitor. I want someone who can lead by example.” A Gold’s Gym franchise fee is
$50,000, and Northland charges roy- alties of 5% on gross revenues in ex- change for a 10-year agreement. In addition, building costs for new facili- ties range from $100-$125/square foot, and new equipment can easily top $500,000. As master franchisee, Jaber negotiates all leases for franchises, pro- viding optimal locations and rates for the franchise owners and offering the buying power of Gold’s Gym to equip the facilities. Some of Jaber’s daughters and sons-
in-law have joined the business, and he is pleased that several Canadian franchisees are husband and wife teams. Being a father of seven and grandfather of 13, Jaber operates his clubs and oversees the franchises with the eyes of a parent. “You have 3,000-5,000 people in
your facility and you have to make sure everyone is taken care of, be able to recognize them and get to know them,” says Jaber. “When you do that, you have a culture inside your facil- ity that people appreciate. We become a very good force in every community we go to.” FBC
Gold’s Gym London, Ont.
22 Fitness Business Canada July/August 2012
Kathryn Korchok is a freelance writer whose current passion is tennis. She also loves yoga, dance, hiking and seeking balance in life.
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