Competence, professionalism, quality of the environment and pricing are the main drivers that define the strategy of each individual entrepreneur, who, in addition to developing their business, allows users to reach or improve their state of physical and mental wellbeing through agreements with companies that see the fitness centre as an opportunity for product and service seeding.
Secondary services of a fitness centre
- Personal trainers
- Special group classes
- Meetings with nutritionist or physiotherapists
- Postural check-ups
- Bioepedentiometric measurements, etc.
In short, a multitude of services that allow, on the one hand, the centre to increase revenue by decreasing the average value of the individual contract, on the other hand, the user to enjoy a variety of services according to their passions or needs.
This opportunity has allowed many entrepreneurs in recent years, who have integrated in the right way the ancillary services, both to increase their turnover and to offer not only subscriptions, but also personalised wellness.
When does the fitness centre turn into something more than the average?
The advantages of partnerships
- The creation of a co-marketing collaboration with an external brand
- A caring activity for members
- Sharing and interaction with targeted posts on social channels
- The creation of a hook to attract the interest of new potential customers
- Zero live costs
- Differentiation from competitors
An educational activity if, in support of the product, there are leaflets providing information on the properties of the product.
Accompanying persons loyalty
Some people are looking for something to do to spend their time. Others really do not know what to do. Why not entertain them with activities that can also allow them to live an entire experience in their facility? In this specific case, do not think about training offers or about the sale of subscriptions or accessory services. It could be the wrong choice. Don't forget that they are in a fitness centre because they are attracted by the activities on offer for their children.
Services offered by partners: free or for a fee?
However it is not necessarily the most useful option if that activity wants to give a surprise moment to certain individuals. The kind where they will talk about it with others, who will probably be curious to know more about the structure. Only at the point of crossing the door to learn more can we return to the core business of the centre: selling subscriptions and accessory services.
It is crucial:
- To know the type of clientele, in particular: gender and age, education and profession, training frequency and time range, means of transport used and most practiced activities;
- Select the partners who, after having known the characteristics of the clientele of the centre (see previous point), consider to provide a contribution of sure interest towards all users or towards a specific cluster;
- Monitor the activity to better understand what worked and what didn't, with the aim of improving future initiatives.
Few but careful evaluations allow the centre to be a point of reference and a sounding board on the territory. Visibility and differentiation are the first objectives. Secondly, the choice to pursue this path leads to "pampering" its members and to convey new users to the center.