KIDS’ FITNESS
Gyms must do everything with the end consumer in mind – the child
to form long-term strategies focused on developing these emerging markets patiently and systematically over time. This is counter-intuitive to our traditional monthly cash fl ow business model, whose success is frequently dependent on membership sales strategies that are short-sighted and intense. However, it’s not necessarily a risky proposition either: consider the fact that most obese children also have one or more obese parents, who also need our help. If I were a young and ambitious trainer
today, I’d be spending time developing new business opportunities outside the four walls of the gym, targeting this market with entry level family training options that eventually prepare those people for enrolment into a gym as well. Our entire industry would do well to develop similar strategies to capitalise on this huge opportunity.
JONATHAN WILLIAMS
Chief executive officer of kids’ fitness franchise SHOKKénergie
A
s a paediatric exercise scientist, this is something that’s very close
to my heart. Personally I have gone full circle with this debate, from supplier to now operator, and that was partly due to attitudes within the industry. I have a burning passion for the youth activity market, and that helped form the original SHOKK concept and brand 15 years ago. In the early days, everyone loved what SHOKK did and appreciated our passion, but this is where the commitment and input seemed to stop. The key to any successful delivery to
children is to employ quality staff and keep it varied and fresh. Many other
activity offerings in this fi eld criticised whether a youth gym could not only work but also sustain interest. “Kids should be running in the fi elds” was a typical response from some. To a certain extent I agree, but it shouldn’t be forgotten that a physical activity venue offers all of the same advantages to a child as it does to an adult. So what’s the gap in thinking? Well
In the early days of SHOKK, everyone appreciated our passion, but this was where the commitment seemed to stop
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it’s not rocket science: you need great people, great service, varied and wide- ranging activities, and you must do everything with a smile on your face. Very importantly, you must also do everything with the end customer in mind – the child. Combine that with marketing to parents and children alike and you’ll achieve sustained activity and the beginnings of adherence to exercise. Unfortunately the philosophy of some operators suggests that kids are an after- thought, so it’s no surprise when the business outputs refl ect this. Put children to the top of your agenda and understand the parent and child requirements and you’re halfway there. Drop in oodles of structured sales, marketing and retention activity – in the same way you would at a quality adult facility – promoting an environment that’s been designed specifi cally for kids, and you’ve cracked it. We can learn from others too: go to the
Disney store to see how it’s done for the under-eights, or Apple for teenagers. ●
January 2013 © Cybertrek 2013
© PRESSMASTERS/
SHUTTERSTOCK.COM
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