INTERVIEW
create a concept that’s based on the latest scientific research,” says Kalt. “We work with two external sports scientists to develop proven training concepts. They also educate our staff on a regular basis, so everyone’s kept up-to- date with the latest research findings and how to apply these in the gym.” And from a customer service perspective: “We aim to copy the model of a five-star hotel, so members really feel as though they’re our guests. Our job is to try and make their wishes come true. We’ve selected our staff based less
on their knowledge of training and more on their understanding of service. We believe we can teach them the training part, but not the service part. This you have to have in your blood. “By taking this approach, I hope we can finally really make a difference for people. That’s our main goal. I know how difficult it is – sometimes you just don’t find the right people, and you start making compromises – but we’re starting from the ground up and we’ll put a lot of energy into getting it right. And if at any point members aren’t happy, I hope they’ll tell us and we’ll try to resolve problems as fast as possible.”
EXPANSION PLANS
So what are the plans now following the opening of the first club in Munich in November? “We aim to open a second site, also in Munich, at the end of April 2013. This will be followed by three further clubs in autumn 2013 – in Stuttgart, Frankfurt and Munich – and at least another two in the centre of Frankfurt in 2014. We want to build up to eight clubs across those three cities in the first year or two. If it works, we’ll look to roll out around 50 clubs in the main cities across Germany.”
CEO René Kalt (right) with COO for Germany André Ehrlich (centre) and chair Jörg Blunschi
Although the original intention had been to acquire an existing chain – both for speed of roll-out and “because it’s hard to enter a new market, and buying
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The company employs two external sports scientists to develop proven training concepts for the clubs
existing clubs also allows you to buy relationships” – most will in fact be new builds. “Actually, I’m now happy we’re doing it this way,” says Kalt. “It means we will expand slower, but we can do things our way, getting involved from the very beginning to ensure the building is designed exactly the way we need it.” He continues: “Other formats – smaller clubs, for example – could also be considered somewhere down the line, allowing us to venture into different sorts of locations. But that’s not at all decided yet. For now we’re just concentrating on the first eight clubs, assessing how the market responds. “In the meantime, we’re also
diversifying our business in Germany – Migros Zurich recently acquired the German supermarket chain Tegut, and we’d certainly consider further development opportunities for the German market. “We could also take the ELEMENTS model to other markets – why not? In my long-term dreams, that’s certainly something I’d like to do. But first we have to succeed in Germany, and we can only do that one club at a time.” l
January 2013 © Cybertrek 2013
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