Future of Fitness - Phillip Mills

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  • The Future of Fitness White Paper, commissioned from the Nielsen Company by Les Mills International and Better by Design, explores the trends that may shape human fitness and activity, and their effect on the fitness industry. After hundreds of hours of research and dozens of interviews with experts and ‘ ordinary people ’ , the White Paper reveals a range of challenges and opportunities for us to either confront or develop. Today’s mainstream health-club model may soon explode into multiple variations based on new concepts. Smart businesses will capitalize on the changing demands of articulate consumers. Health clubs could become more entertaining, social places. Done well, the health club might become something like the corner pub of the 21 st century. The intention of the White Paper is to provide new insights to help the fitness industry understand what may happen and to guide future decisions. These insights will also help to address risks, rise to challenges and discover opportunities beyond today ’ s known channels and paradigms.
  • WHAT’S YOUR POINT: Create the ‘ needs ’ , interest, enthusiasm and encourage attendance
  • WHAT’S YOUR POINT:
  • Section Message : Create a WOW Group Fitness space - get the best design input you can afford. Slide Objective: Highlight minimum actions for the GF Manager to implement Minimum Message: Review your current Group Fitness operation and set dates to implement the following actions over the next 90 days Use your calendar planner at the back of your Workbook to do this after the session (if there isn ’ t time to do it in the session) Background Notes: N/A
  • Section Objective : Understand the importance of creating a studio environment which attracts attendance Slide Objective: Visual example of an inspirational studio Minimum Message: A great example of indoor cycling studios – RPM ™ studio, Les Mills Hutt City, New Zealand Background Notes: N/A
  • Section Message : Create a WOW Group Fitness space - get the best design input you can afford. Slide Objective: Highlight minimum actions for the GF Manager to implement Minimum Message: Review your current Group Fitness operation and set dates to implement the following actions over the next 90 days Use your calendar planner at the back of your Workbook to do this after the session (if there isn ’ t time to do it in the session) Background Notes: N/A
  • Section Objective : Opening questions: "Why is GF important to your club?" And "What are the big problems?" are intended to get them thinking positively about the opportunities of GF and to discover their points of pain (which we write up to deal with later as we offer solutions to deal with the pain). Establish our big vision of what is really possible with GF Establish LMI credibility due to our history (modestly) Get attendees to set an aspirational goal and enroll in making a plan they will action Slide Objective: Understand the club business model which gave birth to Les Mills Group Fitness Minimum Message: The Les Mills Auckland model proves that Group Fitness can be an huge component of your facilities ’ operations. We have seen this achieved by licensees irrespective of size e.g. case studies in Group Fit P.R.O.F.I.T. where licensees are profiled which have from 400 members to 15,000 members! Background Notes: (Additional data you may choose to include in your presentation, if time allows or to use a source to help answer questions) Brief history of what happened in the Les Mills clubs in New Zealand 1968 - Les Mills Auckland (NZ) commenced operation 1980 - By 1980 the Club had 2,000 members with a group exercise area of 120m 2 , 200–300 group exercise visits per week and average class attendance of 10–20 people. Management heard about a teacher in Sydney with classes of over 100 people and hired him in addition to one of the top American instructors, with the task of training the Les Mills’ instructors. This initiative improved group exercise, but a number of Les Mills’ instructors were still not that good. So Les Mills changed the business model and decided to have their best teachers choreograph the classes, which other instructors would then learn in order to increase the quality of classes and also eliminate bad classes. A further factor in the success of introducing pre-choreography was hiring expert exercise and theater coaches to help them develop a standardized yet inspirational instructor training system. 1980 - Introduced Group Fitness System including pre-choreography, instructor training and the management system 1985 - Les Mills Auckland was forced to double the size of Group Fitness area every year for five years due to the demand for classes 1990s - Increased prices by 300%, from $28 to $85 per month 2000’s - Les Mills Auckland enjoys over 80% retention (IHRSA calculation)
  • Section Objective : Opening questions: "Why is GF important to your club?" And "What are the big problems?" are intended to get them thinking positively about the opportunities of GF and to discover their points of pain (which we write up to deal with later as we offer solutions to deal with the pain). Establish our big vision of what is really possible with GF Establish LMI credibility due to our history (modestly) Get attendees to set an aspirational goal and enroll in making a plan they will action Slide Objective: Understand the club business model which gave birth to Les Mills Group Fitness Minimum Message: The Les Mills Auckland model proves that Group Fitness can be an huge component of your facilities ’ operations. We have seen this achieved by licensees irrespective of size e.g. case studies in Group Fit P.R.O.F.I.T. where licensees are profiled which have from 400 members to 15,000 members! Background Notes: (Additional data you may choose to include in your presentation, if time allows or to use a source to help answer questions) Brief history of what happened in the Les Mills clubs in New Zealand 1968 - Les Mills Auckland (NZ) commenced operation 1980 - By 1980 the Club had 2,000 members with a group exercise area of 120m 2 , 200–300 group exercise visits per week and average class attendance of 10–20 people. Management heard about a teacher in Sydney with classes of over 100 people and hired him in addition to one of the top American instructors, with the task of training the Les Mills’ instructors. This initiative improved group exercise, but a number of Les Mills’ instructors were still not that good. So Les Mills changed the business model and decided to have their best teachers choreograph the classes, which other instructors would then learn in order to increase the quality of classes and also eliminate bad classes. A further factor in the success of introducing pre-choreography was hiring expert exercise and theater coaches to help them develop a standardized yet inspirational instructor training system. 1980 - Introduced Group Fitness System including pre-choreography, instructor training and the management system 1985 - Les Mills Auckland was forced to double the size of Group Fitness area every year for five years due to the demand for classes 1990s - Increased prices by 300%, from $28 to $85 per month 2000’s - Les Mills Auckland enjoys over 80% retention (IHRSA calculation)
  • Section Objective : Opening questions: "Why is GF important to your club?" And "What are the big problems?" are intended to get them thinking positively about the opportunities of GF and to discover their points of pain (which we write up to deal with later as we offer solutions to deal with the pain). Establish our big vision of what is really possible with GF Establish LMI credibility due to our history (modestly) Get attendees to set an aspirational goal and enroll in making a plan they will action Slide Objective: Establish the opportunity that is available within attendees ’ existing Group Fitness operations Minimum Message: Recognize that there is a substantial opportunity just waiting to be exploited within Group Fitness. Have attendees work out the scale of the opportunity in the their facilities using their workbooks. Background Notes: N/A
  • Get in the mindset of winning… imagine you are…
  • Section Objective : Opening questions: "Why is GF important to your club?" And "What are the big problems?" are intended to get them thinking positively about the opportunities of GF and to discover their points of pain (which we write up to deal with later as we offer solutions to deal with the pain). Establish our big vision of what is really possible with GF Establish LMI credibility due to our history (modestly) Get attendees to set an aspirational goal and enroll in making a plan they will action Slide Objective: Understand the club business model which gave birth to Les Mills Group Fitness Minimum Message: The Les Mills Auckland model proves that Group Fitness can be an huge component of your facilities ’ operations. We have seen this achieved by licensees irrespective of size e.g. case studies in Group Fit P.R.O.F.I.T. where licensees are profiled which have from 400 members to 15,000 members! Background Notes: (Additional data you may choose to include in your presentation, if time allows or to use a source to help answer questions) Brief history of what happened in the Les Mills clubs in New Zealand 1968 - Les Mills Auckland (NZ) commenced operation 1980 - By 1980 the Club had 2,000 members with a group exercise area of 120m 2 , 200–300 group exercise visits per week and average class attendance of 10–20 people. Management heard about a teacher in Sydney with classes of over 100 people and hired him in addition to one of the top American instructors, with the task of training the Les Mills’ instructors. This initiative improved group exercise, but a number of Les Mills’ instructors were still not that good. So Les Mills changed the business model and decided to have their best teachers choreograph the classes, which other instructors would then learn in order to increase the quality of classes and also eliminate bad classes. A further factor in the success of introducing pre-choreography was hiring expert exercise and theater coaches to help them develop a standardized yet inspirational instructor training system. 1980 - Introduced Group Fitness System including pre-choreography, instructor training and the management system 1985 - Les Mills Auckland was forced to double the size of Group Fitness area every year for five years due to the demand for classes 1990s - Increased prices by 300%, from $28 to $85 per month 2000’s - Les Mills Auckland enjoys over 80% retention (IHRSA calculation)
  • Section Objective : Opening questions: "Why is GF important to your club?" And "What are the big problems?" are intended to get them thinking positively about the opportunities of GF and to discover their points of pain (which we write up to deal with later as we offer solutions to deal with the pain). Establish our big vision of what is really possible with GF Establish LMI credibility due to our history (modestly) Get attendees to set an aspirational goal and enroll in making a plan they will action Slide Objective: Understand the club business model which gave birth to Les Mills Group Fitness Minimum Message: The Les Mills Auckland model proves that Group Fitness can be an huge component of your facilities ’ operations. We have seen this achieved by licensees irrespective of size e.g. case studies in Group Fit P.R.O.F.I.T. where licensees are profiled which have from 400 members to 15,000 members! Background Notes: (Additional data you may choose to include in your presentation, if time allows or to use a source to help answer questions) Brief history of what happened in the Les Mills clubs in New Zealand 1968 - Les Mills Auckland (NZ) commenced operation 1980 - By 1980 the Club had 2,000 members with a group exercise area of 120m 2 , 200–300 group exercise visits per week and average class attendance of 10–20 people. Management heard about a teacher in Sydney with classes of over 100 people and hired him in addition to one of the top American instructors, with the task of training the Les Mills’ instructors. This initiative improved group exercise, but a number of Les Mills’ instructors were still not that good. So Les Mills changed the business model and decided to have their best teachers choreograph the classes, which other instructors would then learn in order to increase the quality of classes and also eliminate bad classes. A further factor in the success of introducing pre-choreography was hiring expert exercise and theater coaches to help them develop a standardized yet inspirational instructor training system. 1980 - Introduced Group Fitness System including pre-choreography, instructor training and the management system 1985 - Les Mills Auckland was forced to double the size of Group Fitness area every year for five years due to the demand for classes 1990s - Increased prices by 300%, from $28 to $85 per month 2000’s - Les Mills Auckland enjoys over 80% retention (IHRSA calculation)
  • Section Objective : Opening questions: "Why is GF important to your club?" And "What are the big problems?" are intended to get them thinking positively about the opportunities of GF and to discover their points of pain (which we write up to deal with later as we offer solutions to deal with the pain). Establish our big vision of what is really possible with GF Establish LMI credibility due to our history (modestly) Get attendees to set an aspirational goal and enroll in making a plan they will action Slide Objective: Understand the club business model which gave birth to Les Mills Group Fitness Minimum Message: The Les Mills Auckland model proves that Group Fitness can be an huge component of your facilities ’ operations. We have seen this achieved by licensees irrespective of size e.g. case studies in Group Fit P.R.O.F.I.T. where licensees are profiled which have from 400 members to 15,000 members! Background Notes: (Additional data you may choose to include in your presentation, if time allows or to use a source to help answer questions) Brief history of what happened in the Les Mills clubs in New Zealand 1968 - Les Mills Auckland (NZ) commenced operation 1980 - By 1980 the Club had 2,000 members with a group exercise area of 120m 2 , 200–300 group exercise visits per week and average class attendance of 10–20 people. Management heard about a teacher in Sydney with classes of over 100 people and hired him in addition to one of the top American instructors, with the task of training the Les Mills’ instructors. This initiative improved group exercise, but a number of Les Mills’ instructors were still not that good. So Les Mills changed the business model and decided to have their best teachers choreograph the classes, which other instructors would then learn in order to increase the quality of classes and also eliminate bad classes. A further factor in the success of introducing pre-choreography was hiring expert exercise and theater coaches to help them develop a standardized yet inspirational instructor training system. 1980 - Introduced Group Fitness System including pre-choreography, instructor training and the management system 1985 - Les Mills Auckland was forced to double the size of Group Fitness area every year for five years due to the demand for classes 1990s - Increased prices by 300%, from $28 to $85 per month 2000’s - Les Mills Auckland enjoys over 80% retention (IHRSA calculation)
  • Section Objective : Opening questions: "Why is GF important to your club?" And "What are the big problems?" are intended to get them thinking positively about the opportunities of GF and to discover their points of pain (which we write up to deal with later as we offer solutions to deal with the pain). Establish our big vision of what is really possible with GF Establish LMI credibility due to our history (modestly) Get attendees to set an aspirational goal and enroll in making a plan they will action Slide Objective: Understand the club business model which gave birth to Les Mills Group Fitness Minimum Message: The Les Mills Auckland model proves that Group Fitness can be an huge component of your facilities ’ operations. We have seen this achieved by licensees irrespective of size e.g. case studies in Group Fit P.R.O.F.I.T. where licensees are profiled which have from 400 members to 15,000 members! Background Notes: (Additional data you may choose to include in your presentation, if time allows or to use a source to help answer questions) Brief history of what happened in the Les Mills clubs in New Zealand 1968 - Les Mills Auckland (NZ) commenced operation 1980 - By 1980 the Club had 2,000 members with a group exercise area of 120m 2 , 200–300 group exercise visits per week and average class attendance of 10–20 people. Management heard about a teacher in Sydney with classes of over 100 people and hired him in addition to one of the top American instructors, with the task of training the Les Mills’ instructors. This initiative improved group exercise, but a number of Les Mills’ instructors were still not that good. So Les Mills changed the business model and decided to have their best teachers choreograph the classes, which other instructors would then learn in order to increase the quality of classes and also eliminate bad classes. A further factor in the success of introducing pre-choreography was hiring expert exercise and theater coaches to help them develop a standardized yet inspirational instructor training system. 1980 - Introduced Group Fitness System including pre-choreography, instructor training and the management system 1985 - Les Mills Auckland was forced to double the size of Group Fitness area every year for five years due to the demand for classes 1990s - Increased prices by 300%, from $28 to $85 per month 2000’s - Les Mills Auckland enjoys over 80% retention (IHRSA calculation)
  • Future of Fitness - Phillip Mills

    1. 1. T ET E D T A WL S A EH M NF N S A DA T I H R N S H T I H P U A I E S N C IT L T VY
    2. 2. H E F ITN E S S IN D U S TR Y IS AT R Itagnation: s e gm e ntation rath e r an innovation wh ile com p e titived u s trie s are e volving
    3. 3. Bu d ge t C lu b s
    4. 4. M icro-gym s
    5. 5. S e gm e ntation vs InnovationM any trad itional clu b s world wid e are b e ing h u rt b ylow-b u d ge t com p e titors .At th e s am e tim e , th e re are s u cce s s fu l ne w clu bm od e ls e volving e g:• O range – Changingory - $23 p e r clas s One Tribe Th e the World Les Mills International © 2010
    6. 6. TH R E E AR E AS O FO P P O R TU N ITY:E X E R TAIN M E N TC O M M U N ITYH E ALTH
    7. 7. Top Te n C lu b s B as e d O n Total G rou p F itne s s Atte nd ance Top 20 C lubs B as ed On Total G roup Fitnes s A ttendance(1)(2) LES MILLS AUCKLAND CITY IKSU SPORT Weekly Group GF Share of Fitness Total Ranking Club Name THE EDGE Attendances Attendances Region Club Size 1 VIRGIN ACTIVE (3) 9658 57% New Zealand Large 2 8358 36% Sweden Large VITAL 3 SPORTIUM COYOACAN 4134 30% USA Large 4 THE PEAK 4048 48% Spain Medium 5 LES MILLS EXTREME 3927 NA Belgium NA 6 LES MILLS NEW LYNN 3624 65% Mexico Large 7 24h FITNESS_00955 3376 33% UK Large 8 3316 34% New Zealand Large 9 3302 50% New Zealand Large 10 3260 NA USA NAN ote s: 1 . O ut of 1 ,1 87 Le s Mils cl s surve ye d ; (2) N A= d ata not avail l (3) V irgin Active has chose n to re m ain anonym ous In the C l l ub ab e ub ranking so wil not b e pub l l ishe d in C l re p orts, b ut are hap py for Le s Mils to vie w re sul ub l ts
    8. 8. Top Twe nty C lu b s B as e d O n Total G rou p F itne s s Atte nd ance cont’d Top 20 C lubs B as ed On Total G roup Fitnes s A ttendance(1)(2) Weekly Group GF Share of Fitness Total Ranking Club Name Attendances Attendances Region Club Size 10 24H FITNESS_00955 3260 NA USA NA 11 24H FITNESS_00111 3222 NA USA NA 12 CLUB FIT 3210 24.1% USA Large 13 WATERLOO WEBER STREET 3167 33.8% USA Large 14 24H FITNESS_00202 3139 NA USA NA 15 24H FITNESS_00496 3128 NA USA NA 16 BURLINGTON MALL 3032 32.8% USA Large 17 24H FITNESS_00506 3022 NA USA NA SPORTSCLUB-OSSO- 18 MINAMISUNA 2962 70.2% Japan Large SOUTH SHORE YMCA 19 HANOVER BRANCH 2940 19.6% USA Small 20 24H FITNESS_00512 2931 NA USA NAN ote s: 1 . O ut of 1 ,1 87 Le s Mils cl s surve ye d ; (2) N A= d ata not avail l (3) V irgin Active has chose n to re m ain anonym ous In the C l l ub ab e ub ranking so wil not b e pub l l ishe d in C l re p orts, b ut are hap py for Le s Mils to vie w re sul ub l ts
    9. 9. M ore M otivating E xe rcis eE nvironm e nts “E xe rtainm e nt”
    10. 10. D avid BartonM iam i
    11. 11. C R E ATE M O R E E N TE R TAIN IN GE X E R C IS E E N VIR O N M E N TS Ine xp e ns ive e ffe cts – p h oto b low-u p s
    12. 12. G X S TU D IO S :[C h e ck ou t Le s M ills WorldC las s S tu d io S e arch atwww.le s m ills .com ]
    13. 13. BE F O R EF itne s s -S tu d io O N E , G e rm any
    14. 14. F itne s s -S tu d io O N E , G e rm any
    15. 15. Le s M ills Au ckland C ity
    16. 16. Le s M ills Britom art, Au ckland
    17. 17. Le s M ills Britom art, Au ckland
    18. 18. 57
    19. 19. Wh at cou ld you d oto cre ate a WO Wfitne s s s p ace ?
    20. 20. C R E ATEC O M M U N ITY“ Mos t of usaren’t reallyhealth clubs ,we’re not evenclubs . We’re jus tplaces wherepeople come tolift weights and
    21. 21. S E LL TH E ‘LO N G TE R M ’R E LATIO N S H IP
    22. 22. M AK E E X E R C IS E S O C IALG roup Fitnes s Team Training Pers onal Training E vent Training Freelance Programmes
    23. 23. P E R S O N ALTR AIN IN GH AS R E VO LU TIO N IZE DO U R IN D U S TR Y S mall G roup Training: The next revolution?
    24. 24. “C LU B WITH IN TH E C LU B”LE S M ILLS R U N ™ LE S M ILLS R ID E ™LE S M ILLS TR I™u cts cre ate d as s p e cific e ve nt P rod training p rogram s D e s igne d arou nd an organis e d e ve nt (e g m arath on, cycle ch alle nge , triath lon) Training organis e d in 8 or 1 2 we e k b locks with an e m p h as is on gu id ance , s u p p ort and m otivation. C le ar s e ns e of p u rp os e cu lm inating in th e e ve nt its e lf and th e p e rs onal s atis faction of com p le ting it.
    25. 25. “C LU B WITH IN TH EC LU B”Le s M ills Au ckland C ity 2008 Ad id as M arath on Te am
    26. 26. Talk to you r m e m b e rs C re ate a p e rs onal re lations h ip with you r m e m b e rs C h oos e th e righ t m e d iu m for TH E M : O ne way com m u nication? Two way?
    27. 27. S O C IAL M E D IA Is re volu tionizing ou r ab ility to com m u nicate !BU T… It’s not as e as y as it looks . E ngage m e nt, inte re s tand au th e nticity are ke y. O th e rwis e it’s
    28. 28. M O TIVATIO N : G R O U P F ITN E S SE xam p le E volu tion of th e E xe rcycle1 980 O ld -fas h ione d s tationary b ike1 985 C om p u te rize d b ike1 990 C ard io Th e atre4 S p inning C las sN ow S tand ard ize d , G F is qu ality-as s u rective th e m os t e ffe d clas s e s way of cre ating m otivation for th e ave rage fitne s s m e m be r
    29. 29. G R O U P F ITN E S SM any clu b s world wid e are b e ing h u rt b y low-b u d ge tcom p e titors .At th e s am e tim e , th e re are s u cce s s fu l ne w clu bm od e ls e volving e g:• O range – Changingory - $23 p e r clas s One Tribe Th e the World Les Mills International © 2010
    30. 30. WH AT D O E S IT TAK E TOBE C O M E A C H AM P IO N G R O U P E X E R C IS EC LU B?
    31. 31. 79IM AG IN E YO UAR E AF O O TBALLC O AC H WH OH AS 3 YE AR S TOWINTH E
    32. 32. TH E H E ALTHO P P O R TU N ITYBe twe e n 2006-201 6th e cos t of th eAm e rican h e alths ys te m will alm os td ou b le to $4.1 trillionp e r ye ar* .It s e e m s th at ou rh e alth isd e te riorating atalm os t as qu ickly asth e s e cos ts areincre as ing. Th e
    33. 33. Le t’s C re ate a F itte rP lane t Th e world is facing a gre at h olis tic h e alth ch alle nge and ou r ind u s try is p e rfe ctly p os itione d to p lay a b ig p art in th e s olu tion. We are th e e xact op p os ite of th e cigare tte and j nk food u com p anie s and we h ave an intim ate
    34. 34. E d u cation: Be com e Tru e “H e alth C lu b s ”Health clubs need to becomemore than jus t places wherepeople go to us e exercis emachines ! We need tobecome true providers ofholis tic health. E ducationchanges lives and your • Mercola.commembers will love you – it. • Younger Next Year forA few places to s tart: C rowley/Lodges • The Omnivore’s Dilemma – Michael Pollan • You: The Owner’s
    35. 35. F ITTE R G O VE R N M E N TInd ivid u als andb u s ine s s e s cannot b eallowe d to d e s troy ou rgre ate s t com m u nalas s e ts . O u r le ad e rs ne e dto le ad on th e s e is s u e s !F itne s s ind u s tryinitiative s :•P h ys ical e d u cation b ackin s ch ools , j nk food ou t u Be tte r u rb an d e s ign
    36. 36. F itte rF acilitie s Th e re are h u nd re d s of gre at id e as , from low e ne rgy ligh ting and ap p liance s , to low-flow s h owe r h e ad s and toile ts , to s igning with a re ne wab le e ne rgy p rovid e r or e ve n ins talling s olar e ne rgy. H ave a p rofe s s ional gre e n au d it d one on
    37. 37. F ITTE R FO O DWe can ch ange ou r h e alth andth at of th e p lane t b y ones im p le m e ans : wh at we p u t inou r m ou th s !
    38. 38. S TAN D F O R S O M E TH IN G C R E ATE A C AU S E N O T A BU S IN E S S P e op le d on’t com e to Tom P eto rs work te incre as e s h are h old e r valu e , th e y want to m ake a d iffe re nce !Le ad e
    39. 39. S TAN D F O R S O M E TH IN G Th e m os t s u cce s s fu l b u s ine s s e s in th e world care ab ou t m ore th an j s tu m aking m one y!
    40. 40. LE T’S C R E ATE A F ITTE RP LAN E T“We are warriors inth e b attle agains tinactivity and ove rcons u m p tion” - LM IIns tru ctor C re e d ,1 998“You h ave to find a
    41. 41. M O TIVATIO N - TH E BIGO P P O R TU N ITY:E X E R TAIN M E N T, C O M M U N ITY,EH e U C ATIO Nnd ance h as b e com e th e D alth clu b atte b igge s t ad u lt “s p ort” in th e We s te rn World . Bigge r th an footb all, te nnis and golf com b ine d . Bu t we h ave trad itionally lacke d th e e xcite m e nt and s ocial e ngage m e nt of s p orts , and b e h ave dm ore as gym s th an as tru e h e alth clu b s .

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