Using CRM in the acquisition of new members

Every day, fitness centres are geared towards acquiring new members. Not always and not all those who ask for information sign up immediately. It is therefore essential to keep track of the information given, in order to be able to register people at a later stage, called in second jargon.
For this reason, after the consultant's specific competence, Customer Relationship Manager (CRM) is the best and indispensable tool to create a second chance of registration in all those who have postponed their decision.
The state of art
However, CRM in fitness centres is often underestimated and, as a result, poorly developed and underused. Using CRM sporadically without following a predefined method is equivalent to not using it.
At the same time, data and direct testimonies from the clubs show that structuring and using this information tool well can greatly increase the number of secondary entries.
The interesting thing is that you don't have to be a computer expert to build a good CRM, because modern management systems dedicated to fitness centres are mostly built with user friendly logic, allowing managers to customize them with a certain simplicity. Instead, what the manager sometimes lacks is initial knowledge, i. e. the ability to structure processes in an engineering way.
First of all, it is necessary to identify what macro processes need to be regulated and, in this case, to be processed within the CRM. These certainly include the process of managing potential new members.

Where does this process start? - From the information request.

Before handing over to the CRM, it is necessary to reason methodically by drawing the process flow on a sheet of paper or other visual support, through a constant work of questions and answers.

What can happen when a person asks for information? - Whether he registers right away or not.

And if he doesn't sign up, what could he say? - That he doesn't register at all or that he has to think about it.

And if he doesn't register at all, why does he make this decision? Because the centre does not offer what he was looking for; because the ticket costs more than he can afford; because the timetables do not match up with his commitments.

And if the person is simply undecided and asks for a few days to reflect? What are the aspects or reasons for postponing the decision? - Fear of not attending; organization of one's own time; distance from work or home; confrontation with a third person; weighting spending well; lack of one or more areas or activities considered important.

In the absence of a real CRM, consultants, either on their own paper agendas or on an automated excel file, must take note manually to remember to contact the non-attached members, in order to encourage them to return and subscribe to the subscription. In this aseptic situation, the consultant then makes the various calls one after the other, without being able to take advantage of important information that quickly resumes and reconstructs the relationship that was created during the first consultation. Who was that person, how did he speak, what needs and wants did he have, what would motivate him to start attending the centre, why was he not yet enrolled?

In the absence of a real CRM, moreover, if the calls set in the diary are not made, there is no alarm or control and the risk is that, in the long run, these calls are forgotten and are no longer made, losing important opportunities to leverage potential customers left in the limbo of indecision.

A well thought out and structured CRM allows the consultant to write down all useful information to trace the identity of the person with whom he or she spoke and to record the outcome of the counselling by choosing from a list of pre-defined options. The automation mechanisms can also ensure that, for each outcome, you instantly create the counter action to be implemented after hours or days, depending on the choice, reminding the consultant so that you don't forget.
This means that, for each person who has requested information and who has not registered, the consultant sees on his CRM the contact telephone call to be made, finding in a clear and immediate way all the useful information to set up the call, customizing it for each individual customer.
The difference is substantial. Not only for the consultant but also for his manager, who is able to keep under control the precise situation of advice, telephone calls and their effectiveness.
In fact, proceeding in the process, CRM does not end with the contact phone call, since the purpose of the latter is to bring the customer back to the club.
What is the outcome of this contact call? The client makes an appointment for the registration; the customer has not yet made a decision; the client has decided not to register; the consultant offers a proof.
Once again, a new counter-action for the counsellor or club will correspond to each outcome, depending on the management's choices.
If an appointment is made for enrolment or a test, the CRM will create the appointment on the day and at the chosen time and will remind both the consultant and all those who access this information in the staff, thus allowing to organize the day according to the appointments.
Not only that. The most advanced managements also allow you to set reminding notifications to be send to the customer, either via email or text message, to remind him of the appointment made, thus reducing the number of appointments not respected.
If the customer still asks for time to think about, we agree to be resented at a later time and the CRM marks this next phone call again, so that the consultant won't forget it.
If the client has decided not to register instead, as for those who had already communicated this decision during the consultation, the CRM will tell the consultant to select the reason why the client chose not to attend the centre.
For the sales manager, all this information is gold, because instead of asking their consultants "how it's going" and relying on their generic sensations that range from good to evil, from "few people are coming in" to "everyone says that we are expensive", it will be he himself who will tell them how positively or negatively effective they are in their advice, phone calls and appointments. By analyzing the data and information accurately inserted in the CRM, you can make strategic decisions, both to increase enrolments (think, during some promotion, the usefulness of being able to contact all the people that in the previous months had found the price too high), and to work on individual consultants to improve their performance, depending on their personal performance and the objections that struggle to manage and transform into registrations.
Finally, CRM is also particularly useful when, due to illness, holidays or other reasons, it is necessary to ask a consultant to carry out the work of some of his colleagues.
Without being able to access CRM information, the consultant would be at the mercy of the case, without any possibility to retrieve the names and contact details of the people the consultant met or, when they were included in the management but without a well organized CRM, would find the contact information without knowing anything about the dialogue in the consultation. This kind of undefined situation creates a feeling of insecurity, which results in a meagre and inefficient phone call.
Having all the useful information available, the consultant would have the fantastic opportunity to unleash knowledge, security and give a positive and professional image of himself and the club, being able to sustain with the utmost tranquility that "my colleague is not able to be here these days, but he recommended me to call you, since you agreed to have a call in order to know if you were able to arrange the activities you were interested in with the commitments of your children".
It's difficult to get to such customer care without a skillfully built CRM, isn't it?

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