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INTERVIEW


Increasing penetration: GoodLife has plans to open around 100 clubs across Canada in the next two to three years


or in terms of user groups? “If I look forward a year, fi ve years, 10 years, I see the business going in the same direction as it is now, only bigger and stronger. “Although you never say never, my


focus has always been Canada – I don’t have any plans to expand internationally. In terms of new user groups, I did once consider opening clubs for older people, but in the end I’d rather be the best at one thing than trying to do everything.” That ‘one thing’ is nevertheless


a broad offering: an estate of over 300 clubs, of which around 75 are For Women Clubs, with For Women areas in another 75 facilities; clubs located within Loblaws retail outlets as part of a partnership agreement; and a strong corporate offering, from workshops to web-based wellness to walking programmes. “We have more corporate members than anyone else in the country because we pay attention to what they say. They just want to keep it simple and be looked after.” There are also in-house health centres,


but even here, Patchell-Evans’ focus on keeping things simple is evident. “I just regard it as part of the package: you should do cardio, you should do fl exibility, you should do strength, and you should do stress release and mobility. Having a massage is just part of looking after yourself. We’re not operating a spa though – we offer pretty


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“One in 39 Canadians is currently a GoodLife member, but I think we could get a lot bigger”


straightforward stress-release, make- you-feel-good, functional massage.” He continues: “We’re differentiated


by culture rather than price or even facilities: ultimately somebody else is going to have a better box at a better price point. “Membership at our clubs costs


C$30–60 a month, depending on the size of the club and the area, so we’re kind of middle of the road. Marketers will tell you it’s not good to be in the middle, but we’re doing well there, even though there have always been plenty of budget offerings in Canada to cater for those looking for a cheaper deal. “For me, the opportunity is to offer


what a very high-end club has, but at a reasonable price. That’s my strategy. Most people don’t think it’s a good strategy, but then most people wouldn’t agree with IKEA’s model either.”


Technological innovation Where GoodLife is notably experimenting is in the area of technology. Steve Groves, the company’s head of IT, has long been an


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


advocate of social media, cottoning on to its potential many years before it hit the mainstream, and GoodLife is also currently trialling virtual classes through the Wexer Virtual system. “The key is to look at technology as


an asset, not a threat. You have to look at how things like Wexer reinforce the club experience. People still want classes run by live instructors, but we can now give members access to classes at any time of day. We employ every bit of technology we can – we’re always looking for an edge, provided it’s an edge that enhances the member experience. The whole purpose of technology is to allow for more, not less, human interaction.” Patchell-Evans is equally unfazed by


what others see as the threat of fi tness apps. “People have always been able to exercise outside on their own, for free. It’s no big deal. We can’t keep up with the speed of apps, but in any case we should just enjoy it. Ultimately, the more reasons people come up with to motivate themselves to exercise, the better it is for us.” ●


July 2013 © Cybertrek 2013


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