We want our franchisees to become the fitness authority in their own community. In terms of key performance indicators, there are three or four primary numbers that we look at: It also provides a platform for our members to communicate with each other about their workouts, successes, and failures while also providing 24/7 access to AF personal trainers to answer any questions a member might have. We need our members to depend on us to deliver things like activity trackers that log their workouts, diet trackers, menus, and exercise videos on demand. We need to be more than just a place for people to work out. This includes providing them support at each phase of their growth (launching a club, 1st year operations, multi-club operations, marketing, etc.).įor our members, we have created what we feel is the most comprehensive online support system available in the fitness industry called. We invest a lot in our franchise consultants who provide the most comprehensive support system in the fitness industry to our franchisees. Q: What core attributes define AF's business model and what are your key performance indicators?Īnytime Fitness has two very specific stakeholders of equal importance: our franchisees and our members. Anytime Fitness does not strive to be the lowest-priced club in any market, but instead strives to give their members the best value and the best personal fitness results. By investing first in the safety and security systems required to make this type of club a possibility, the founders were able to create a more efficient business model that reduced operating costs for club owners while providing members with only the perks they wanted to pay for. ft clubs that were staffed 8-10 hours per day, but accessible to members 24 hours a day via electronic key cards provided. So Chuck and Dave came up with the idea for creating a network of 4000 sq. Most importantly, they found that 90% of club members used only 10% of the club offerings they had access to. The feedback they received was the same time and time again: convenience to their home, convenient hours, reasonable membership costs, and a non-intimidating atmosphere. They would seek out members who had been with the club for more than 3 years or so and ask those people what they really wanted from their fitness club. They would do extensive informal surveying of each club's core membership. Q: How did Anytime Fitness get started? How did Chuck and Dave decide they could stand out from all the other gym offerings on the market?īefore founding Anytime Fitness in 2002, Chuck and Dave worked together as consultants for “big box“clubs that were underperforming in terms of memberships. Recently, the Center had a chance to speak with the National Media Director for Anytime Fitness, Mark Daly (below), about Anytime Fitness' success, challenges, and where the company is looking to go moving forward.
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