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BOUTIQUE FITNESS


PAYING FOR EXPERTISE


The 1Rebel brand has been set up as an industry disruptor and knows its target ‘tribe’


Ray Algar reports on the rise of the small, perfectly- formed studio


I 44


t’s interesting how the narrative of an industry ebbs and flows. Ten years ago, media outlets were brimming with news of how brands


such as LA fitness and Fitness First were bringing their conveniently located, affordably priced clubs to more consumers. BC Partners had acquired Fitness First for an enterprise value (the takeover price including a company’s debts, less any cash held on account) of US$1.5bn, and its new owners were excited about building on


its base of 1.1 million members through its ‘value for money’ clubs. Soon after this deal, low-cost gyms


began emerging offering a narrower, stripped-back fitness experience at monthly fees that were more than 50 per cent lower than the national average price. An industry that once predominantly served the country’s more affluent households was evolving into something that was far more open and democratic. In order to provide remarkably low


monthly fees, gyms were super-sized, migrated to a self-service 24-hour operating model, and powered by abundant technology to drive down costs. They captivated the interest of consumers and journalists who found them refreshingly simple to understand.


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


FIGURE 1 MARKET DRIVERS FOR A BOUTIQUE STUDIO


BIFURCATING MARKET


ENTREPRENEURSHIP MARKET


DRIVERS FOR A BOUTIQUE STUDIO


ENABLING TECHNOLOGY


BUSINESS MODEL


ARCHITECTURE SPECIALISED


& PURPOSEFUL ENVIRONMENT


DISCERNING CONSUMER


July 2015 ©


Cybertrek 2015


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