PERSONAL TRAINING
SPORTS AND LEISURE GROUP, NETHERLANDS
“When I joined the industry 16 years ago, I predicted it would go from fi tness to wellness and then to oneness, which is about the mind, body and soul,” says Theo Hendriks, CEO at Sports and Leisure Group in the Netherlands, which operates Capital Sports, Family Fitness, and Sports and Recreation. “This shift is refl ected in personal training: people don’t just come for the physical exercise. Many clients now see it as a way of getting contact with someone who’s focused on them. My wife has had a PT studio for seven years and provides counselling as much as a workout,” he says. For this reason, Hendriks says PTs need to be increasingly knowledgeable about exercise, diet and psychology. “We can help people to use exercise to control their weight, but the real question is: why are they eating that much in the fi rst place?” he observes.
At the Family Fitness clubs, Hendriks is creating designated PT rooms away from the main gym area. “The industry has assumed that having PT visible encourages other people to try it, but I disagree,” he says. “Those who aren’t receiving individual attention start to feel resentful when they see PT taking place on the next treadmill – they feel they are paying a lot of money for membership and believe they should also be getting personal attention, even without PT.” Family Fitness members pay €40–50 a month, with the option to buy into PT at an additional cost of €50 for a 30-minute session, all taking place in the PT studio. Hendriks believes the benefi t for members is that, where those attending a fully standalone PT studio would need to commit to perhaps three sessions a week to achieve their goals, the location of the studios on-site at his clubs means members can supplement PT with normal gym use – they can take their personalised programmes into the gym, making their training more cost-effective. “In the Netherlands, many people make a deal direct with their PT, but our set-up offers the best of both worlds: fully kitted-out PT studio, but access to a gym too,” he adds. On average, PT members book one or two sessions a week. Meanwhile, the studio doesn’t pay rent but instead pays Family Fitness €6 per PT session. This, says Hendriks, makes for an easier start-up, as the studio is not penalised in the early weeks of operation when there are likely to be fewer clients.
Pure Fitness PT clients average fi ve sessions a month PURE FITNESS, ASIA
At Asian operator Pure Fitness, PT is the most signifi cant ancillary revenue stream: each month, 20 per cent of members use a PT, with the average user having fi ve sessions a month.
PTs are managed and incentivised similarly to the sales teams, and are expected to drive up PT performance each month. But PTs don’t have other responsibilities to hinder their efforts and are supported by other departments. For example, the membership sales team sign up 30 per cent of new members for PT. All trainers are employed by the clubs and run an average of 33 sessions a week. To ensure this is a sustainable business model, the PTs are also very well
supported, with regular training including coaching in business and sales skills. For example, when one Pure Fitness club acquired the functional training frame PurMotion FTS200, the inventor was brought into the club to train the team. Regional fi tness operations director Marco Ferdinandi says PT is well integrated into the company structure and clubs: the equipment used, training methods and club design are all focused around PT. “If we can make it a fun and exciting environment, where our staff and our members can see our dedication to great training and results, we’re confi dent our team will return the results we want as an organisation,” he says.
JOSH WARRELL, UK PERSONAL TRAINER OF THE YEAR 2011
Based in Eastbourne, UK, Josh Warrell is an example of a PT who has thrived. Initially training with Premier Training to Level 2, he then joined David Lloyd Leisure and swiftly moved to the top of the pay band, running 25 sessions a week. He says building a client base was just a case of talking to people: “I worked out that, to get one appointment, I would have to talk to fi ve people, and would need three to fi ve appointments to get a client,” he says. “Each month I had to fi nd two to three new clients as people met their goals and moved on.”
Now that Warrell is self-employed, he has adapted his business by adding multiple income streams, including teaming up with Herbalife to sell meal replacements. He also ‘sees’ clients online,
Warrell: “Find a niche”
meaning that he can have more clients and not be limited by geography. More recently, he has been mentoring other PTs on how to grow their business, which has created an additional income stream for him. Warrell recommends that PTs fi nd a niche. He chose weight loss, as this seemed to be what people were most interested in. His standard package lasts a month and encompasses exercise, meal plans and meal replacements. If people are gym members, he prescribes a gym-based programme; if not, he gives them exercises to do at home and can supply the necessary equipment. “To get results, it’s 20 per cent exercise and 80 per cent nutrition,” he says. ●
48 Read Health Club Management online at
healthclubmanagement.co.uk/digital March 2013 © Cybertrek 2013
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