Extraordinary Club Management For Extraordinary Times
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This document provides an overview of Club One, a fitness company with 15 owned clubs in California and 70 managed clubs across 10 states and Canada. It discusses Club One's history and awards, lists the locations of its owned clubs, and outlines its commitment to developing high-end, convenient health clubs through acquisition and growth. The document also includes sections on creating value for members, designing the member experience, metrics for success, and basics for club management.
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Extraordinary Club Management For Extraordinary Times
- 1. Fitness Industry Association Manchester, England Extraordinary Club Management For Extraordinary Times June 2009
- 2. “Welcome”
- 4. Channels
- 5. Club One Owned & Operated Clubs San Francisco Bay Area Embarcadero Center Citigroup Center Yerba Buena Union Square Fillmore Center City Center Santana Row Almaden Valley Silicon Valley Silver Creek Scotts Valley Nob Hill Skyport Brentwood Petaluma San Diego Region Solana Beach Encinitas Carmel Mountain Ranch Long Beach Mission Valley
- 6. Club One ‐ The Company Award‐winning experts in fitness and wellness Founded in 1991 Committed to developing high-end, convenient health clubs Aggressive growth through acquisition “Top 25 Club Companies in the US” ~ IHRSA INC 500 15 owned clubs in California San Francisco Bay Area & San Diego Region Best of class legacy year after year San Diego Magazine, San Francisco Magazine, CitySports, Competitor, Shape, Fitness Magazine 70 managed clubs in 10 states and Canada Corporate Fitness Centers with Fortune 500 Partners “AOL Vendor of the Year” C. Everett Koop Award– “Best Employee Wellness Program in the US” Jewish Community Centers/Municipalities Commercial health clubs Developers
- 9. The Golden Rake Story Once upon a time the president of a company was walking around the company with a consultant. They happen upon a young fellow raking leaves, but to both men’s dismay, the gardener is using a rake with only three teeth. The president says, “What are you doing”? The gardener replies, “I’m raking leaves.” The president asks “Why are you using that rake, you’re not picking up many leaves”? The gardener states, “This is what they gave me.” Finally the president says, “Why didn’t you get a better rake”? The gardener replies “That’s not my job.” As the president walks away he is visibly angry. He states as a matter of fact that this is a perfect example of what is wrong with the company. People complain about not having the right tools, parts, drawings, and everything else. This shows the lack of urgency the president feels is dragging the company down. He asks out of frustration “How are we every going to make it, if we can’t even give someone a decent rake”? “I’ve got to find that supervisor and be certain the gardener gets a better rake.”
- 10. The Golden Rake Story The consultant asks “Are you certain the supervisor is responsible”? “Absolutely!” retorts the president. “His job is to make certain his people have the right tools.” The consultant offers, “If the supervisor is responsible, how would you solve this problem”? The president says “More training, better selection, maybe a new supervisor.” The consultant counters “Are those actions going to get you where you need to be”? Puzzled the president says, “What do you mean by that”? The consultant says, “What is it going to take to turn this place around”? What do you want to create”? The president replies “Well now, if I’m going to be a hands‐on leader, if I’m going to demonstrate a personal sense of urgency, if I’m going to live the vision, I guess I’ll go and get the rake.” The consultant says, “Whoa, is your getting the rake really going to fix the problem”? The president says, “If every person in this company doesn’t get a sense of urgency about meeting their commitments, we’re in big trouble.” “Okay” said the consultant “If everyone must be committed to doing his/her job no matter what it takes, then who must take responsibility in the case of the gardener and the rake”?
- 12. Begin with the End in Mind Be Do Have See Do Get
- 13. Creating Value Useful Value Creation Usable Desirable
- 15. Club One Fitness Manager People?
- 16. Where are your People? V A L U E S PERFORMANCE
- 17. What Are You Doing Differently? • Sales • Retention • Programming • Expenses
- 18. What Can You Do? • Wage Freezes • Hiring Freezes • Pay Cuts • Staff Reductions • Expense Reductions • Contract Reductions/Eliminations
- 19. What Are Your Metrics? Jack Welch from GE said: “If I had to run a company on THREE measures, those would be…” • Customer Satisfaction • Employee Satisfaction • Cash Flow
- 20. NASA JFK was visiting NASA. He stopped to speak to a man holding a mop… JFK asked: “What do you do”? The man responded: “I’m helping to put a man on the moon, sir.”
- 21. Member Experience Touch Point Product Touch Touch Point Point
- 22. Designing the Member Experience Experience IS the Product! Good Design when well done is invisible Like Air Conditioning – when it’s right you don’t think about it
- 25. Who Packed Your Parachute? Surprised that he was recognized, Charlie responded, "How in the world did you know that?" The man replied, "I packed your parachute." Charlie looked up with surprise. The man pumped his hand, gave a thumbs‐up, and said, "I guess it worked!" Charlie stood to shake the man's hand, and assured him, "It most certainly did work. If it had not worked, I would not be here today." Charlie could not sleep that night, thinking about the man. He wondered if he might have seen him and not even said, "Good morning, how are you?" He thought of the many hours the sailor had spent bending over a long wooden table in the bottom of the ship, carefully folding the silks and weaving the shrouds of each chute, each time holding in his hands the fate of someone he didn't know. Plumb then began to realize that along with the physical parachute, he needed mental, emotional and spiritual parachutes. He had called on all these supports during his long and painful ordeal. As a leader, how many times a day, a week, a month, do we pass up the opportunity to thank those people in our organization who are "packing our parachutes?"
- 26. 20 Basics 1. All staff members should be in full uniform. 2. All Fitness Program offices should be immaculate. 3. All offices need to be clear of clutter and professional. 4. The web site is your responsibility to keep current with content. 5. Maintain promotional materials in the club – clean copies. 6. Manage sales on a daily basis. 7. Manage your payroll. 8. Ownership & Accountability, Relentless attention to detail, Responsiveness, Proactive Hospitality and an overall sense of urgency.
- 27. 20 Basics 9. Only Handle It Once (OHIO). 10. Live the Mission (Purpose), Vision, Values, and Foundations. 11. Meet with each team member regularly. 12. GM contacts each new member personally to welcome him or her. 13. Walk your club, spend time at your front desk, and learn. 14. Every new member needs to go through an Orientation Process.
- 28. 20 Basics 15. Attrition rate at or below 35%! 16. We should connect three times with every member each visit. 17. We need to embrace our sales automation software and CRM. 18. Our clubs must be ready, clean and maintained every day. 19. Focus on Non‐Dues Revenue per member. Programming. 20. Perfection is the goal! Get Members / Keep Members.
- 29. Creating The Value Proposition: Wow or Delight People Are Unfit And Would Like To Be Fit & Healthy Our Purpose - Some Version Of: Improve The Quality Of People’s Lives The Organization The Club Team The Member Enrollment Retention Connection
- 30. Members For Life Retention Model Every Thing You Do – Every Touch Point Enrollment Connection Intervention Of At Risk Members On-Boarding Loyalty
- 32. On‐Boarding – Getting Started The Right Way Day 1 & 2 (if possible) • Fitness Goals • Lifestyle Interests • Fitness Assessment • Personality / Motivation • Age • Orientation • Customized Program Design
- 33. On‐Boarding
- 34. Getting Started The Right Way Days 0-30 (30-day check-up) The beginning is critical
- 36. Connection • Where do I fit in? • I may want to play NOT work • I need to be comfortable • I need to know there are people like me here • I need to feel welcome and accepted • I need to NOT be judged • I need to be me • I need to be my best self not compared to others • I want to engage…
- 37. Programs That Connect • 4‐6 weeks (have a sense of closure) • Small groups (4‐6 people) • Why Pilates works • Affordable sustainable price point ($10‐ $25US per session) • Community building • On‐going progression with group
- 40. Intervention / Support • Life happens / Stuff gets in the way • Rationalization makes it easy to stop • I’m hurt ‐ I’m tired ‐ I’m busy ‐ I’m stressed • My family ‐ My job ‐ No time • Help ME! • Save ME! • Support ME! • Hold ME accountable! • Recovery
- 42. Life Happens Stuff gets in the way
- 43. Why People Leave Product Other Interests Move Die Dissatisfaction 5% 3% 1% 14% Competition 9% Attitude - Indifference by Employees 68% US News & World Report
- 45. Recovery • Recovery management system • E‐mails • Calls • Incentives • Letters • Service Desk Prompts
- 46. I’m Back! Why did I return?
- 48. Resolve My Issue! Unhappy Customers Who Remain Faithful 100 90 80 70 60 50 40 30 20 10 0 No Complaints Unresolved Resolved Quickly Complaints Complaints Resolved Complaints
- 50. Loyalty Constant daily challenge – never done • I’ve gotten / am getting results • I love the staff • I love the club • I have friends here • I belong here • I am a part of this community • This is my lifestyle • Others have got to experience this (Delight) • This is a part of who I am (BE)
- 52. Your People Are Wonderful They helped me and supported me and I like them
- 58. Optimal The WOW Factor, Optimization of member Member experience Experience 1st impression, Friendliness, Training, Membership Services, Service Desk Efficiency People Group Fitness, Personal Training, One Start Specialty/fee-based programs Programs Cleanliness; Upkeep, Housekeeping Facilities Amenities, Maintenance, Equipment