interview
about spirit
health clubs The Spirit brand is part of the InterContinental Hotels Group (IHG) UK and Ireland managed estate. It began as Fitness for Industry in 1981, providing corporate management contracts and providing preventative healthcare programmes for employees. This extended to management contracts within hotels, including Paramount, Trusthouse Forte and Copthorne. Following several mergers and
acquisitions of its parent hotel groups, in 2000 the company was rebranded Spirit Health & Fitness Ltd and is now exclusive to IHG in the UK and Ireland. Spirit currently operates 39
fully managed commercial clubs – 37 within Holiday Inn and two within Crowne Plaza – plus seven non-membership (hotel guest only) gyms. All have swimming pool, Life Fitness gym, sauna, spa pool and steamroom; 10 have dedicated group exercise studios (the remainder use hotel meeting rooms); and there are a total of 45 beauty therapy rooms across the estate, supplied by Dermalogica. Peak membership fees range from
£29 a month at the smaller ‘band 1’ clubs (up to 500 members) to £60 at larger ‘band 3’ clubs (around 1,000 members). Off-peak and corporate discounts are available, as well as for annual pre-payment. Spirit also has a training academy for staff and external students.
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All Spirit gyms offer members a swimming pool, Life Fitness gym, sauna, spa pool and steamroom, while 10 facilities also have dedicated exercise studios
run it for them on an autonomous, management contract basis. “We’ve had a successful couple of
years, and a number of franchisees who don’t currently have Spirit in-house are beginning to look at the added value we might be able to offer if they were to convert their existing facility to our brand. Not only that, but independent hotel operators are also coming to us, looking to relaunch as Holiday Inn and take on the Spirit Health Clubs brand.” Expansion into other IHG hotel
brands – InterContinental, Staybridge Suites, Hotel Indigo – is also a possibility going forward. “At this stage, though, we’re not turning the Spirit brand over to an independent franchisee to put the badge above the door and do their own thing. It’s all controlled and managed,” explains Mantell. “We’re also not actively looking to operate in hotel brands outside of IHG at this stage, although who knows what the future might hold.”
pride in the brand So who is the typical Spirit member?
“We tend to be popular with the older demographic – 75 per cent of our members are over the age of 35, with 46 per cent over the age of 50. Many of our members would literally run a mile at
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the thought of 22 treadmills in a row with loud music and bright lights. We focus on creating an environment where the member feels supported and at ease. “For a number of reasons – from this
unintimidating environment, to our hospitality and service levels, to the added extras that come from being part of a hotel – people have actively chosen us. The important thing now is that we ensure our employees appreciate that. If you’re in a marketplace with a couple of budget clubs and a couple of high-end clubs, staff might begin to feel they’re a poor cousin – almost apologetic for not having as many facilities as David Lloyd, almost apologetic for charging more than a budget club. “That’s been a big focus for us in
recent years, helping particularly our younger staff to recognise that while they personally might prefer a big gym with 20 treadmills, not everyone wants that. There will always be people who are drawn to low-cost clubs, or to a club with tennis courts. That’s fi ne. That’s not our battle to fi ght. But we’re a preferred product for thousands of members who are fully aware of all the options and who have chosen us specifi cally. Provided our staff are confi dent in who we are and what we
april 2012 © cybertrek 2012
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