specific jobs positions that focus solely on this. Staff members in these positions ensure that new members are properly on-boarded, and followed and guided through their club life, especially in the vital first few months. Getting members in front of teachers


and expert coaches in specific program- ming is another key strategy for us. We have developed a successful program of over 170 small and large group exer- cise classes per week. Some are inclusive with membership while others are an extra fee. Our emphasis on groups helps to create community, which creates a stickiness to the club. When members know more people they’re more active, more often. Midtown’s biggest asset is its people.


We invest heavily in our staff members with ongoing training and education, our Personal Development Program and our newly formed Midtown University. Midtown has created an incredible em- ployee retention rate and this has a significant impact on the retention of members. They feel secure and valued by our loyal and professional employees.


Richard Earney fitness director Midtown Le Sporting Club Sanctuaire Montreal www.midtown.com


A


t The Fitness Firm, we re- tain members with two simple strategies.


First, we keep in touch with our


members. We have a consultation pro- gram where members are billed up front for four fitness consultations over the year. The initial consultation bench- marks their current fitness level. Often a specific program is recommended, such as working with a trainer, participat- ing in specific classes, following up with the dietitian or working out on the gym floor. Goals and a periodized plan are established and recorded. The three fol- lowing consultations help both the con- sultant and member stay in touch with those goals and provide the opportuni- ty for making adjustments to the fitness program. We find that members who participate in these consultations stay at the club much longer and are more like- ly to reach a fitness goal than those who opt to work alone. Second, as a small club with 1,000


members, we really get to know our members. Seeing many of the same


Kelvin Galbraith


people at the same time every day and keeping staff members on a consis- tent schedule allows for lots of member and staff interaction. Hiring staff with a similar social age to our member de- mographic has always been a priority for us. Our club has always attracted an older demographic, and we match this with a more mature and sociable staff. We require that new staff members learn member names quickly. In fact, during their probationary term they need to submit ten new names that they have learned each pay period. Using a member’s name as a greeting is a highly effective way to help members experi- ence a welcome feeling when they enter the club. Flashy facilities and equip- ment are great for initially attracting members, but they soon become an af- terthought. A club’s people and social environment more directly lead to a member’s long term commitment.


Kelvin Galbraith president The Fitness Firm Burlington, Ontario www.thefitnessfirm.ca


Next Issue’s Question:


What is your most successful summer revenue-generating program?


To respond to this question or to suggest a question for a fu- ture Q & A, contact Stephen Longwell at stephen@fitnet.ca.


May/June 2015 Fitness Business Canada 17


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48