When gathering information on prospects, a key task is to fi nd out what their ‘problem’ is and then present a solution
Cialdini came up with six major principles that can affect human decision-making: reciprocity, scarcity, consistency, authority, social proof and liking. The law of reciprocity states that people are obliged to give
back to others the forms of behaviours they have received – aka ‘do unto others as you would have others do unto you’. For example, a PT might offer help on training techniques when not working with clients – those receiving the free help then feel
‘obliged’ to commit to future spending with that PT. Scarcity combines with fear of loss to elicit action that
wouldn’t otherwise occur. When an item becomes less available, its appeal increases. This is what makes rare coins more precious and why, if marketing a special membership package or discount, the number available should be limited – this builds desire as the deal isn’t normally available. Then there’s consistency. People have an innate desire to
live up to their own previous commitments. One study asked people if they would vote in an upcoming election and provide a reason why they thought they would. Close to 90 per cent of those who gave a reason went on to vote – a huge increase compared to those who said they’d vote but didn’t explain why. Asking the right questions and including ‘trial closes’ during a health club tour encourages the prospect to make that public commitment so, when it comes to the fi nal question on whether they will join, it’s harder for them to renege. Authority is key in today’s busy world. We’re exposed to so
much information that an effi cient way to decide on a course of action is simply to follow the advice of experts. In a study, doctors who displayed their certifi cates in their practices
June 2014 © Cybertrek 2014 Remuneration & retention A
s a manager, you need to make sure the
sales team’s remuneration package is congruent with your goals as a facility. Individual commissions
based on the value of the sale are important, as well as team goals when targets are hit. Some companies pay a small initial commission for the
sale, derived from the joining fee, then a monthly recurring revenue as long as the member remains at the club. The incentive is not just having a member who’s paid upfront, but one who continues to pay over a period of time. What you set must be
monitored, acknowledged, and best practice shared.
were 30 per cent more effective in persuading patients to take a particular course of therapy. If a member wants to put on muscle, they’re more likely to take advice on the use of protein from a Mr Universe-alike than a tiny fi tness instructor. If you have accolades, endorsements or qualifi cations, display them at the club to encourage prospects to see you as an authority. Following the crowd is a powerful force when we don’t know
what to do. Bestsellers lists on websites are what people refer to when unclear what they want. When clubs are talking about the different membership options, they can move potential clients towards their way of thinking by using phrases such as “and this is the membership option most people go with”.
Read Health Club Management online at
healthclubmanagement.co.uk/digital 65
PHOTO:
SHUTTESTOCK.COM/ALEKSANDR MARKIN
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