WNiF Magazine - Summer 2017 Edition | Page 13

prosper in the future . A few strategies or actions vendors might consider include : Pursue customer diversification . Change your thinking and don ’ t put all your eggs in the traditional health club basket . Build upon equipment technology to facilitate social engagement . Envision your business not as an equipment manufacturer , but as a fitness experience and digital entertainment provider . Create fitness tools and accessories that leverage the current industry trends around functional-based movements .
In-Club Activities by Generation e-book , Health Club Programming for All Ages , details successful older adult initiatives at health clubs .
5 . Maximize millennial market potential . Rather than emphasizing facilities and amenities , consider how aspects of your club , including staff , can work together to create the customised training and experience the millennial consumer is looking for . IHRSA ’ s Guide to the Boutique Studio Phenomenon provides a number of ways health clubs can leverage boutique strategies to improve member engagement and drive revenue .
6 . Bridge the income gap with affordable and inclusive options . According to the 2017 Physical Activity Participation Report , lower income groups were more likely to be inactive than the overall population . However , health club consumer research findings imply opportunities to serve lower income consumers : affordably priced clubs can capitalise on serving lowerincome households ; low-income and high-income households had equal participation rates in small group training ( SGT ) in 2016 ; and community programs may help boost the likelihood of lower income households joining clubs .
7 . Personal one-on-one training and small group training can coexist to serve members ’ needs . The availability of both personal and small group training yields profitable opportunities and applications for clubs , developers , and suppliers : Club
operators : make sure your club is staffed with personal trainers and specialists that can serve your target market ’ s needs and goals . Club developers : if you can position your company as a specialist in training for a specific goal , sport , or population , you may find success in a niche . Club suppliers : According to the IHRSA Health Club Equipment Report , more than 80 % of clubs incorporate equipment in training programs .
8 . Encourage and incentivise frequent attendance , which correlates positively with membership tenure . Converting casual users into core members can increase a club ’ s bottom line , not only through continued membership dues revenue , but also through ongoing exposure to nondues services , for which core members may be more likely to pay an additional fee .
9 . Embrace the competition and profit from multi-club users . In 2016 , more than 12 million health club members belonged to more than one facility , representing 22 % of total memberships . Savvy club operators can embrace this phenomenon as a positive indicator of consumer ’ s willingness to invest significantly in their health and fitness . If you ’ re a club operator or developer , your business stands to profit from multi-club utilisation .
10 . Equipment manufacturers must look beyond the sale of traditional equipment and their traditional client base to
You can purchase the 2017 IHRSA Health Club Consumer Report at ihrsa . org / consumer-report . US $ 99.95 for IHRSA members , US $ 199.95 for non-members
Founded in 1981 , IHRSA – International Health , Racquet & Sportsclub Association – is the industry ’ s global trade association , representing more than 10,000 health and fitness facilities and suppliers worldwide . Locate an IHRSA club at www . healthclubs . com . To learn how IHRSA can help your business thrive , visit www . ihrsa . org . John Holsinger , IHRSA ’ s Director , Asia Pacific , can be reached by email at jwh @ ihrsa . org or on mobile 0437-393-369 .