retention software
LIVINGWELL HEALTH CLUBS, UK
Supplier: Retention Management Date of project: Since 2009
R
etention Management began working with LivingWell at its club in Leicester over three years ago, and
continues to do so today. In order to enhance retention, LivingWell wanted to ensure consistent touchpoints between the club and the members – without having to rely on staff. Strategies had been put in place previously that relied on staff interactions, but these often lacked consistency. Retention Management’s fully
automated new member integration programme communicates regularly with LivingWell members, with personalised interaction based on individual attendance patterns. The service involves a wide range of facilities, from automated email services – such as personalised ‘recovery programmes’ for low attendees, as well as helpful health information – to tailored marketing emails to drive referrals and increase sales at LivingWell. To calculate the impact of the service,
the club recorded retention using a method devised by Dr Paul Bedford on behalf of LivingWell and recommended by the FIA. In the fi rst year of the programme being implemented, the club saw an improvement in retention of 6 per cent more than in any previous years that rates had been measured. The service has now been rolled out to many of the LivingWell clubs across the UK.
High-risk members receiving four or more interactions stay 18 months longer DONCASTER CULTURE & LEISURE TRUST
Supplier: The Retention People Date of project: Since 2008
D Retention Management’s system automatically sends personalised emails 66
oncaster Culture and Leisure Trust (DCLT) has been working with The Retention People (TRP)
for over four years, using a variety of initiatives to improve retention. Projects range from identification of high risk drop-out members, and interaction strategies to re-energise and motivate these members, through to new induction processes and intelligent targeted email and SMS systems. Each year, DCLT has seen marked
improvements in retention, with data demonstrating that high-risk members receiving four or more interactions stay for at least 18 months longer than those not receiving an interaction. The most recent retention project
that DCLT has adopted with TRP is Net Promoter Score (NPS – see also p58). This is both a loyalty metric and a discipline for using customer feedback to fuel profi table growth within your business. The process involves asking
Read Health Club Management online at
healthclubmanagement.co.uk/digital
members one key question – How likely are you to recommend this club to a friend or family member? This survey is very powerful as its
simplicity leads to a great response rate, but the true power comes from the scoring (0–10), which allows TRP to identify ‘detractors’ (members actively bad-mouthing the business), ‘passives’ (fence-sitters) and ‘promoters’ (raving fans). TRP has developed a process designed to turn detractors into promoters, by addressing their concerns and monitoring the impact in a ‘closed loop’ system. It’s simple, low-resource intensive and a key benefi t is creating a culture of customer-focused service. DCLT has improved its retention rate
from 42 per cent in January 2011 to 54 per cent in January 2012. The average length of stay across all members has increased by 1.9 months.
healthclub@leisuremedia.com kirstyn macrandal
april 2012 © cybertrek 2012
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