y
“
It may be a truism, but it’s true: There’s no
better way to add value to your business model
than to ‘think like your customers think.’
”
Keep it clean:
When they were asked what factors might have an
adverse impact on renewing their membership, the
What are the factors likely to have
the greatest influence over your
6,000 respondents to a 2009 survey confirmed what
long-term commitment?
earlier studies have found. The thing that members are
most concerned about is club cleanliness. Last year,
Factor
rank
when IHRSA conducted a research project to determine
how important a club’s cleanliness was to its success, it
reached a similar conclusion. (For more information or
Cleanliness 1
to purchase the resulting study, IHRSA’s Guide to Health
Club Cleanliness, log on to www.ihrsastore.com; “Selling
Convenience 2
the Value Proposition,” a 90-minute Webinar presented
Personal Financial Situation
3
by Gallo and Kevin Hedley, COO, O2 Fitness, is also avail-
equipment Maintenance
4
able at the online store.) IHRSA’s Profiles of Success
reports go even further, establishing a direct quantitative
Personal Motivation
5
connection between cleanliness and profitability. “The Personal Schedule 6
more a club spends on housekeeping,” notes IHRSA,
Staff Interaction/Care 7
“the better their performance in other categories, such
as revenue growth and member retention.”
Atmosphere
8
When, in analyzing the 2009 survey, we filter out and Parking 9
focus only on those members who are “uncertain” if
Fitness Programming 10
they’re going to renew their membership, “Personal
Financial Situation” moves up to become the No. 1 factor
relocation 11
affecting retention.
Social relationship 12
Surprisingly, “Local Competition”—which many club
Family/Friend Support 13
owners consider a primary challenge—came in dead last
Local Competition
14
as a threat to renewal, according to active members.
Industry-wide studies, such as the
2008-2009 Membership Satisfaction
Surveys, can provide valuable insights
CUSTOMer SATISFACTION: A WOrK IN PrOGreSS
into the thoughts and behaviors of current
club members. However, there’s nothing
more revealing or valuable than the
John Stockton, the owner of several Snap Fitness franchises in
member research a club conducts on its
Pennsylvania, took part in the 2009 Member Satisfaction Surveys, and
own. Such local, customized, on-the-scene
had this to say about the experience: “The quantitative results were
surveys not only produce important
very informative, but the qualitative comments were especially useful.
information, but also empower members,
I consider the report a ‘living document,’ and refer to it frequently to
making them feel as though they’re a
help identify ways to improve our product and customer service. The
critical, contributing part of the club
survey isn’t a ‘once-and-done’ sort of activity; it provides the basis for
community. That, obviously, has implica-
a continuing, ongoing dialogue with our current customers. And, by
tions with respect to club loyalty.
learning from our current customers, we can pinpoint and pursue
It may be a truism, but it’s also true:
opportunities that exist in our target prospect group, as well. I
There’s no better way to add value to
re-review the survey results about once a month, and then develop your business model than to “think like
a specific project based on what I’ve learned. The positive member your customers think.” —|
feedback we’ve received has been remarkable.” —|
– Christopher Gallo,
chris@healthclubdevelopment.com
www.ihrsa.org | SePTeMBer 2009 | Club Business International
39
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