LEAVING PROCESS
Don’t be afraid to communicate with ex-members
Guy Griffi ths
Director, GG Fit, UK
Paul Bedford
Director, Retention Guru, UK
I
f you want to stop members leaving, there are
lots of lessons from other industries. Take a look at the rapidly diversifying TV subscription sector, offering different packages, payment holidays or discounts, and
‘value-add’ (tie-in) services such as on-demand. With consumers’ disposable income limited, people are having to choose between keeping their Sky subscription or their gym membership – and all too often, gym membership emerges the loser. Once a member has
decided to leave, there’s often little you can do to change their mind, so the best option is to make it relatively easy. You have two priorities: to fi nd out why they’re leaving, and then to stay in touch with them. A leaver’s form or survey
can formalise the process, whether it’s completed face- to-face or online. You can tailor follow-
up messages based on responses; we always suggest asking similar questions again after a month, as responses could change once they’ve left. Ask if they’re interested in future offers: if they say yes, treat them as an ex- member-prospect, otherwise treat them as an ex-member. Thereafter, don’t be afraid
to communicate regularly with ex-members. You should value their opinions almost as much as your members’, so ask them for feedback on new initiatives and fi nd out what they’re up to now. Ask why they joined in the fi rst place, rather than why they left. We recommend a quick quarterly survey with a reward for those who complete it.
W
hen members state their intention to leave,
the response from their club is likely to fall into one of four categories: no reaction, disappointment, criticism/ cynicism, and antagonism. No reaction means no
formal or informal response. It’s a non-event. The club processes the request, but makes no attempt to identify why the member is leaving. Where members are leaving because of poor service, lack of results or for other negative reasons, a non-response causes them to feel abandoned, as if no-one cared. This leads to increased displeasure and a form of buyer’s remorse. Criticism/cynicism most
often occurs with reception staff. The member expresses a desire to quit and the staff member responds with derision or an aggrieved
52 Read Health Club Management online at
healthclubmanagement.co.uk/digital
tone that they have to do something for this process to happen. This can create a hostile experience. Antagonism is a
progression of criticism/ cynicism and is often accompanied with a confrontational: “Why do you want to leave?” Members are usually introduced to a number of barriers (including fi nancial), creating a sense that the club will squeeze every last penny from them because they want to leave. Clubs responding
with disappointment are perceived to at least care. Allowing those who have completed their contractual period to go with good grace – with the club expressing a sense of disappointment – creates a break-up that has a possibility of reconciliation at a later date. ●
June 2014 © Cybertrek 2014
PHOTO:
SHUTTERSTOCK.COM / DEAN DROBOT
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