This page contains a Flash digital edition of a book.
What people want: CV, resistance and free weights form the core offer


that exercise is medicine in a variety of ways,” says Runyon. “But our industry shouldn’t stop trying. It’s frustrating that it hasn’t happened already, but as healthcare costs continue to escalate, change will happen. We just have to make sure our foot’s in the door to ensure we can take advantage of that.”


A NEW MODEL


But let’s backtrack to tell the Anytime Fitness story – a story that has seen the franchise grow faster even than the likes of McDonalds.


Prior to launching Anytime in 2002, the company’s two co-founders – Runyon and Dave Mortensen – ran a marketing company in the fi tness industry. They also acquired distressed assets – large format health clubs – into which they would invest, growing the membership and running the facility until the time was right to resell. “When we were running the larger clubs, we realised that 90 per cent of members used the same 4,000sq ft on every visit: the cardio, resistance equipment, free weights… Fewer than 10 per cent used the swimming pools, racketball courts, daycare, smoothie bars. Although the clubs were profi table, most of the square footage was under-utilised. “That’s where the idea for Anytime Fitness came about. We took everything that people liked the most – the CV,


March 2013 © Cybertrek 2013 Anytime Fitness has clubs in 14 countries, which could potentially double to 28


the weights – and put it in a much smaller format, in a more convenient location. We develop clubs in what we call ‘strip centres’ – a little run of shops in a local community. We also turned to technology to allow 24/7 access and minimise payroll, which as you know is the single largest expense for most clubs. We knew we’d lose a few members by not offering daycare or racketball, but we also knew that most people just wanted the convenience of a quick workout with cardio and resistance kit.”


The model proved a great success: Anytime opened its 100th club in 2005, its 1,000th in 2009, signed its


millionth member in 2010 and then, in December 2012, opened its 2,000th club at a location in the Netherlands. So had they envisaged this sort of rapid expansion when they fi rst set out? “We were very optimistic that this concept and this brand would do well, but 10 years ago did we predict that we’d have 2,000 clubs in 14 countries? Absolutely not,” admits Runyon.


DIVERSE MARKETS


Thus far, the UK hasn’t contributed as much to that 2,000-club total as had originally been hoped. The stated goal at the time of the UK launch in 2010 was


Read Health Club Management online at healthclubmanagement.co.uk/digital 31


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  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76  |  Page 77  |  Page 78  |  Page 79  |  Page 80  |  Page 81  |  Page 82  |  Page 83  |  Page 84