Qual é o propósito central da sua academia e o que ela representa?Ray Algar
O documento discute como as empresas podem evitar se tornarem irrelevantes em um mundo de escolhas crescentes para os consumidores. Ele argumenta que apenas os negócios extraordinários que lideram grandes causas e mantêm a consistência ao longo do tempo terão sucesso no futuro. O documento enfatiza a importância de se dedicar a longo prazo para criar algo que realmente se destaque.
The emergence of the UK low-cost gym sectorRay Algar
The document discusses the emergence of the low-cost gym sector in the UK. Key drivers include changing consumer sentiment towards traditional gyms with members paying high fees but rarely using facilities. Digital infrastructure and an emphasis on affordability and simplicity have enabled low-cost gyms charging as little as £12-19 per month with no long-term contracts. Customer surveys found high satisfaction with the no-frills experience provided by low-cost gyms, though some requested more staff supervision and private changing areas.
2011 Global Low-cost Gym Sector Report - Ray AlgarRay Algar
Presentation by Ray Algar, Oxygen Consulting and Melissa Rodriguez, Research Manager, International Health, Racquet, and Sportsclub Association (IHRSA)
IHRSA European Conference, Milan, Italy, October 2011
The document discusses how brands can leverage the social web. It notes that the web has become increasingly social since 2003 as people shifted from consuming to producing content. The social web allows unprecedented connectivity between consumers and gives brands opportunities to build online communities, enable collaboration, and distribute relevant content to audiences. To succeed, brands must think distributed, do what they do best and link to others, and provide value through authentic and proactive engagement on social networks.
Capitalising on the social media movement - IHRSA European Congress October ...Ray Algar
This document summarizes a presentation on capitalizing on social media for health clubs. It discusses how social media is changing communication from one-way to two-way interactions. It provides an overview of popular social media platforms and evaluates how other industries use social media to engage followers. The presentation examines how European health clubs can build relationships with members through social media and outlines key principles for developing an effective social media strategy.
Strategic insights into the European Low-Cost Gym SectorRay Algar
The document discusses the rise of the low-cost gym sector in transforming the European fitness club market. It notes that low-cost gyms operate with minimum fees that are 50% lower than industry prices, focus on simplicity and affordability over amenities, and leverage heavy technology and web use. The growth of the low-cost gym sector has been driven by changing consumer sentiment towards traditional gyms and a preference for more affordable options with lower attendance requirements.
Qual é o propósito central da sua academia e o que ela representa?Ray Algar
O documento discute como as empresas podem evitar se tornarem irrelevantes em um mundo de escolhas crescentes para os consumidores. Ele argumenta que apenas os negócios extraordinários que lideram grandes causas e mantêm a consistência ao longo do tempo terão sucesso no futuro. O documento enfatiza a importância de se dedicar a longo prazo para criar algo que realmente se destaque.
The emergence of the UK low-cost gym sectorRay Algar
The document discusses the emergence of the low-cost gym sector in the UK. Key drivers include changing consumer sentiment towards traditional gyms with members paying high fees but rarely using facilities. Digital infrastructure and an emphasis on affordability and simplicity have enabled low-cost gyms charging as little as £12-19 per month with no long-term contracts. Customer surveys found high satisfaction with the no-frills experience provided by low-cost gyms, though some requested more staff supervision and private changing areas.
2011 Global Low-cost Gym Sector Report - Ray AlgarRay Algar
Presentation by Ray Algar, Oxygen Consulting and Melissa Rodriguez, Research Manager, International Health, Racquet, and Sportsclub Association (IHRSA)
IHRSA European Conference, Milan, Italy, October 2011
The document discusses how brands can leverage the social web. It notes that the web has become increasingly social since 2003 as people shifted from consuming to producing content. The social web allows unprecedented connectivity between consumers and gives brands opportunities to build online communities, enable collaboration, and distribute relevant content to audiences. To succeed, brands must think distributed, do what they do best and link to others, and provide value through authentic and proactive engagement on social networks.
Capitalising on the social media movement - IHRSA European Congress October ...Ray Algar
This document summarizes a presentation on capitalizing on social media for health clubs. It discusses how social media is changing communication from one-way to two-way interactions. It provides an overview of popular social media platforms and evaluates how other industries use social media to engage followers. The presentation examines how European health clubs can build relationships with members through social media and outlines key principles for developing an effective social media strategy.
Strategic insights into the European Low-Cost Gym SectorRay Algar
The document discusses the rise of the low-cost gym sector in transforming the European fitness club market. It notes that low-cost gyms operate with minimum fees that are 50% lower than industry prices, focus on simplicity and affordability over amenities, and leverage heavy technology and web use. The growth of the low-cost gym sector has been driven by changing consumer sentiment towards traditional gyms and a preference for more affordable options with lower attendance requirements.
A strategic look at the emergence of the low-cost (budget) gym sectorRay Algar
This document provides an overview of the emergence of the low-cost gym sector. It discusses how low-cost gyms operate with significantly lower prices than traditional gyms, often at least 50% lower. Low-cost gyms also utilize heavy technology and web use as well as operating models that allow single-person staffing of gyms. The document also notes that consumers are increasingly attracted to low-cost options and the simplicity and affordability provided by low-cost gyms. Market drivers for the low-cost gym sector include changing consumer sentiment towards traditional gyms and a focus on sporadic rather than regular attendance.
Why consumers love low-cost (budget) gymsRay Algar
This document discusses the popularity of low-cost gyms among consumers. It notes that low-cost gyms typically charge 50% less than average gym prices, operate 24 hours a day with minimal staff, and focus solely on fitness rather than additional amenities. These low prices and simplicity help create low barriers to entry in the market and appeal to customers seeking value. The document also examines the business model of McFit, a large low-cost gym chain in Germany, including their expansion, financials, and brand strategy.
Clubs de bajo coste: Análisis del mercado y modelo de negocio (Budget clubs:...Ray Algar
Presentation that outlines the trend for budget (low-cost) health clubs.
Prepared for Spanish health club owners and managers.
Author; Ray Algar MBA, Strategic Marketer at Oxygen Consulting
Languages: Spanish and English
This is a 6-minute introduction to the marketing services provided by Ray Algar, a UK-based strategic marketer.
I would appreciate comments.
Regard
Ray
The document discusses how social media has changed communication between companies and consumers. It notes that previously companies controlled the message, but with the internet consumers can now share information freely (paragraphs 1-7). The document then introduces the social media platform Ning, which allows organizations to create online communities to connect with members (paragraphs 11-18). It provides examples of how clubs and organizations can use Ning to engage members, promote their cause, and stay connected (paragraphs 20-30). Finally, it outlines best practices for using social media and provides contact information for the consulting firm (paragraphs 40-49).
The power of the web to engage with consumers - Ray Algar December 2008Ray Algar
This presentation discusses the rise of online consumer collaboration. The presentation was for senior members of the UK Fitness Network at their December 2008 meeting
What Does Your Fitness Club Stand For? Part 2Ray Algar
The document discusses four fitness clubs that have strong purposes that members love:
1) Gainesville Health & Fitness Center which helps members get the most out of life and makes the community healthier. It has over 23,000 members who stay on average 40 months.
2) Eco Fit Brazil which has a philosophy of reducing, reusing, and recycling materials. It offers environmental education classes and works with environmental organizations.
3) Aspire which provides fitness programs for people with disabilities. 33% of its members have a disability and it is designed to be fully wheelchair accessible. Members say it feels like a home.
4) Curves which has grown to be the world's largest fitness chain with over
What Does Your Fitness Club Stand For? Part 1 Ray Algar
The document discusses the importance for fitness clubs to develop a unique market position to differentiate themselves from competitors. It provides examples of how other industries like Coca-Cola and car brands have established strong brand identities through their positioning. The document advocates that fitness clubs should discover their distinctive quality, make it the best it can be, and ensure it is impossible for others to copy in order to develop a remarkable brand that members feel connected to. It also stresses the importance of having the resources and passion to execute a unique positioning strategy.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
A strategic look at the emergence of the low-cost (budget) gym sectorRay Algar
This document provides an overview of the emergence of the low-cost gym sector. It discusses how low-cost gyms operate with significantly lower prices than traditional gyms, often at least 50% lower. Low-cost gyms also utilize heavy technology and web use as well as operating models that allow single-person staffing of gyms. The document also notes that consumers are increasingly attracted to low-cost options and the simplicity and affordability provided by low-cost gyms. Market drivers for the low-cost gym sector include changing consumer sentiment towards traditional gyms and a focus on sporadic rather than regular attendance.
Why consumers love low-cost (budget) gymsRay Algar
This document discusses the popularity of low-cost gyms among consumers. It notes that low-cost gyms typically charge 50% less than average gym prices, operate 24 hours a day with minimal staff, and focus solely on fitness rather than additional amenities. These low prices and simplicity help create low barriers to entry in the market and appeal to customers seeking value. The document also examines the business model of McFit, a large low-cost gym chain in Germany, including their expansion, financials, and brand strategy.
Clubs de bajo coste: Análisis del mercado y modelo de negocio (Budget clubs:...Ray Algar
Presentation that outlines the trend for budget (low-cost) health clubs.
Prepared for Spanish health club owners and managers.
Author; Ray Algar MBA, Strategic Marketer at Oxygen Consulting
Languages: Spanish and English
This is a 6-minute introduction to the marketing services provided by Ray Algar, a UK-based strategic marketer.
I would appreciate comments.
Regard
Ray
The document discusses how social media has changed communication between companies and consumers. It notes that previously companies controlled the message, but with the internet consumers can now share information freely (paragraphs 1-7). The document then introduces the social media platform Ning, which allows organizations to create online communities to connect with members (paragraphs 11-18). It provides examples of how clubs and organizations can use Ning to engage members, promote their cause, and stay connected (paragraphs 20-30). Finally, it outlines best practices for using social media and provides contact information for the consulting firm (paragraphs 40-49).
The power of the web to engage with consumers - Ray Algar December 2008Ray Algar
This presentation discusses the rise of online consumer collaboration. The presentation was for senior members of the UK Fitness Network at their December 2008 meeting
What Does Your Fitness Club Stand For? Part 2Ray Algar
The document discusses four fitness clubs that have strong purposes that members love:
1) Gainesville Health & Fitness Center which helps members get the most out of life and makes the community healthier. It has over 23,000 members who stay on average 40 months.
2) Eco Fit Brazil which has a philosophy of reducing, reusing, and recycling materials. It offers environmental education classes and works with environmental organizations.
3) Aspire which provides fitness programs for people with disabilities. 33% of its members have a disability and it is designed to be fully wheelchair accessible. Members say it feels like a home.
4) Curves which has grown to be the world's largest fitness chain with over
What Does Your Fitness Club Stand For? Part 1 Ray Algar
The document discusses the importance for fitness clubs to develop a unique market position to differentiate themselves from competitors. It provides examples of how other industries like Coca-Cola and car brands have established strong brand identities through their positioning. The document advocates that fitness clubs should discover their distinctive quality, make it the best it can be, and ensure it is impossible for others to copy in order to develop a remarkable brand that members feel connected to. It also stresses the importance of having the resources and passion to execute a unique positioning strategy.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
Ray algar low-cost gym seminar Manchester UK October 2011
1. -COST GYM SECT
OW OR
L
AL
RE
OB
PO
2011 GL
RT
A STRATEGIC INVESTIGATION INTO A DISRUPTIVE NEW SEGMENT
Researched and written by Ray Algar, Oxygen Consulting UK in association with Precor
Tuesday, 25 October 11
6. 50% lower
than
country average
price
Scope to Heavy
operate 24 technology
hours and web use
DEFINITION
LOW
COST GYM
Ability to operate Predominantly a
with a single gym-only
person proposition
Tuesday, 25 October 11
7. Digital
infrastructure
Low
attendance Simplicity
MARKET
DRIVERS
Changing Affordability
consumer Consumer
sentiment
towards
clubs
Tuesday, 25 October 11
9. “A budget market hotel is one in
which the rooms are small and
the furnishings minimal. The focus
is on the essentials”
Ian Games
Outus & Co
Tuesday, 25 October 11
10. “Technology - Simple, easy
to use and intuitive interface
...you normally have a consumer
who can comfortably
interact with it”
Professor Evgeny Kaganaer
IESE Business School
Tuesday, 25 October 11
11. “Low-cost options can be status
symbols for consumers who want
to flaunt their ability
to get good deals”
Henry Mason, Head of Research
Trendwatching.com
Tuesday, 25 October 11
12. “Over the past ten years,
markets have moved. They have
traded up and traded down. No
longer is it good enough to
deliver average quality to
average consumers”
Michael Silverstein Senior Partner
Boston Consulting Group
Tuesday, 25 October 11
13. What do UK consumers think of the low-
cost gym experience?
Tuesday, 25 October 11
14. FitSpace The Gym
members Group
ex-members
Tuesday, 25 October 11
16. 20%
80%
First gym Previous gym experience
Tuesday, 25 October 11
17. How much do you agree with
the following statements?
0 = Strongly 5 = Strongly
disagree agree
Tuesday, 25 October 11
18. How much do you agree with the following statements?
3.3
3.5
Average Response
3.9
3.9
4.1
Know first name of staff team Has all facilities I need
Receive emails Staff available to provide free advice
Staff approachable
Tuesday, 25 October 11
19. How much do you agree with the following statements?
3.9 4.1 4.3 4.5
4.1
4
Average Response
4.2
4.2
4.5
Delivers on website promise Friendly atmosphere
Always feel safe Helping me to become healthier
Excellent value for money
Tuesday, 25 October 11
20. How likely are you to recommend this gym?
0 = Not all all 10 = Definitely
likely recommend
Tuesday, 25 October 11
21. How likely are you recommend FitSpace?
7.6 7.8 8 8.2
7.7
7.8
Average Response
7.9
8.1
8.2
Males Members with experience of other gyms
All members Members for whom FitSpace is first gym
Females
Tuesday, 25 October 11
22. Net Promoter Score
0-6 7-8 9-10
Detractor Passive Promoter
Tuesday, 25 October 11
23. Net Promoter Score
0 10 20 30 40
19
22
NPS SCORE
28
37
37
Age group - 25-34 Males All members Females
Age segment - 16-24
Tuesday, 25 October 11
24. Still a member in six months time?
7.6 7.85 8.1
7.7
7.8
Average Response 7.9
7.9
8.1
Males Members with previous gym experience
Member for more than one year All members
FitSpace is first gym Females
Tuesday, 25 October 11
25. Out of industry Net Promoter Scores
0 40 80
72
35
NPS
33
15
14
Apple - computers Subaru - cars Jumbo - supermarkets
Citybank - banks Sky - internet
Tuesday, 25 October 11
26. Text
The Gym
Group
ex-members
Tuesday, 25 October 11
27. 17%
Males - 60%
83%
First gym Previous gym experience
Tuesday, 25 October 11
28. How much do you agree with the
following statements?
0 = strongly
5 = strongly
disagree
agree
Tuesday, 25 October 11
29. How much do you agree with the following statements?
3.4
3.5
3.7
3.7
4
4
4.1
Staff available to provide free advice All the facilities I needed
Friendly atmopshere Helped me become healthier person
Always felt safe Email with advice
Provided eveything promised on website
Tuesday, 25 October 11
30. How likely are you to recommend this gym?
0 = Not all 10 = Definitely
all likely recommend
Tuesday, 25 October 11
31. How likely are you recommend The Gym?
7 8 9
7.4
7.5
Average Response 7.5
7.6
8.5
Members with previous club experience All members Males Females
The Gym was first gym member joined
Tuesday, 25 October 11
32. Net Promoter Score
0 10 20 30 40
4
20
NPS SCORE
21
22
36
Age group - 35-44 Males All ex members Females
Age segment - 16-24
Tuesday, 25 October 11
33. Where are members now?
31%
Male 66%
69%
Joined a different gym Not joined another gym
Tuesday, 25 October 11
34. How long a member?
More than one year
7%
Unsure
5% 0-3 months
27%
7-12 months
26%
4-6 months
35%
Tuesday, 25 October 11
35. 26% of this group had
experience of other gyms
0-3 months
27%
Tuesday, 25 October 11
36. Shall we try OK, let’s go try
another gym?
...36% of this group
went on to join another gym
Tuesday, 25 October 11
37. How likely to recommend to a friend - by club
Birmingham 7.9
8.5
Brighton 7.4
7.4
Liverpool 7.4
7.4
Males Females
Tuesday, 25 October 11
38. “No frills, low-cost gym.
Especially important for
us students!”
Female member
The Gym, Birmingham
10/10
Tuesday, 25 October 11
39. “The friendly atmosphere,
knowing you are safe and
not being judged by staff”
Female member
The Gym, Birmingham
10/10
Tuesday, 25 October 11
40. “Cleanliness and amount of
equipment available”
Female member
The Gym, Birmingham
10/10
Tuesday, 25 October 11
41. “There was a lack of staff. I
searched for 15 minutes before
finding staff. I cancelled after
going just once”
Male member
The Gym, Liverpool
2/10
Tuesday, 25 October 11
42. “Provide more supervison
from staff”
Female member
The Gym, Brighton
6/10
Tuesday, 25 October 11
43. “I would have liked a private
changing cubicle”
Male member
The Gym, Birmingham
5/10
Tuesday, 25 October 11
44. Leading international low-cost gym brands - clubs
At September 2011
17
19
23
38
52
Kingdom of sports Fitinn Smart Fit Fit for free
Fitness24Seven
Tuesday, 25 October 11
45. Leading international low-cost gym brands - clubs
At September 2011
54
70
80
141
447
Basic Fit Easy Fitness Clever Fit McFit Planet Fitness
Tuesday, 25 October 11
47. £61,000/
£160,000
existing
gym
15,000 to £160,000/
24,000 £500,000
square new
feet gym
Planet Fitness
Club
Membership Franchise
from business
£6.50/month model
Tuesday, 25 October 11
54. How members rate Planet Fitness on Yelp
19 16 12 20 6
1 star 2 stars 3 stars 4 stars 5 stars
Tuesday, 25 October 11
55. “I love Planet Fitness. Why?
Because I will never find another
gym in NYC this cheap.
Seriously, I spend more on peanut
butter each month!”
Male member
Planet Fitness, New York
Tuesday, 25 October 11
56. “This gym is WAY too
overcrowded and there is not
enough equipment to use so I
decided to buy and bring
some of my own”
Female member
Planet Fitness, New York
Tuesday, 25 October 11
57. Planet Fitness - EBITDA margin (3 clubs)
39%
54%
42%
Club - 25th Percentile Club - 50th Percentile (median)
Club - 75th Percentile
Tuesday, 25 October 11
67. They are challenging clubs
to examine their
member proposition
Tuesday, 25 October 11
68. “It has focussed me on our
specific proposition - Why become
a member of Holmes Place?”
Neil Burton, CEO Holmes Place Central/Eastern Europe
Tuesday, 25 October 11
76. oxygen-consulting/think-tank
-COST GYM SECT
OW OR
L
AL
RE
OB
PO
2011 GL
RT
A STRATEGIC INVESTIGATION INTO A DISRUPTIVE NEW SEGMENT
Researched and written by Ray Algar, Oxygen Consulting UK in association with Precor
Tuesday, 25 October 11