Territorial promotion outside the fitness centre with a desk and set of materials designed to attract attention and engage a potential audience who are geographically close.
This practice is certainly not something new or that we are not used to seeing inside shopping galleries, during events in the square or under agreements between signs with commercial spaces.
These are forms of below the line promotion that are typical of the services world and that can involve a higher contact cost. It’s essential to be profiled and quickly inserted in the commercial process of the company to which it belongs.
Telephony, internet lines, credit cards but also new services of interior design, mattresses and travel agencies. This form of brand relocation has existed since before the digital revolution and the fragmentation of marketing tools of companies and brands: however, to be truly effective, it must not be treated and organised in a new way, which takes into account the consequences but also the opportunities.
We then reconstruct some questions to ask when deciding to use territorial Outreach as a fitness centre and identify threats and opportunities.
Why might you decide to organise periods of external relations and promotions?
- In the wake of necessity, there is a risk of not giving the right attention to some aspects of emotional customer needs and involvement;
- opportunity may lead to underestimating the potential;
- the strategy not to detail every single appointment at the same time as it will occur, repeating something already done, not taking into account the peculiarity.
Once the reason for this has been clarified, we need to focus on the heart of the issue, the how that touches many facets, more or less relevant depending on the cases and the repetitiveness with which this tool is used.
How do we present the message on the territory?
If we are still outside, will we consider bringing music with us that increases the value of presence? If yes, what agreements do we have with the location?
All these questions are not answered in a single way except in terms of costs and benefits: if you decide to be present externally, you must do so to maximize the results in terms of how well people remember you and by positive word of mouth or curiosity - not only for the number of registered names and those who are interested. Sometimes, good pre-organization can maximize this aspect too, not necessarily reinvesting in an outdoor kit every time but optimizing what is present in the centre. Often performing outreach can be a good time to review stock which can lead to unexpected surprises.
How do we represent our core business externally?
There are many ways to avoid the technical content of fitness services and make them playful and animated instead.
Technology yes or no, music yes or no, premium gadgets yes or no. There are many variables on the subject that force you to evaluate the organization in order to become much more useful rather than just a passive presence and risk becoming useless.
How to start activities? With which staff?
Unprepared internal staff or specially trained external promoters?
A mix of the two?
There is no perfect formula-staff: surely what must prevail in a logic of choice is the effectiveness of the figures in relation to the mechanics chosen for the outreach of a given period.
In the case of outreach in a park or green area in spring to support the decline in sales it makes sense to combine the promoter or receptionist with the presence of a consultant or even a technician, to help authoritatively illustrate the services after the first stage of entertainment.
How can we avoid misappraisal?
Recognisability and human contact are also a measure of how we are seen. It’s also because getting used to going on stage, outside of comfort areas, is something that characterises fitness operators, who must return to do so also in a promotional way.
A prudential but original approach represents the balance to be pursued: prudence is transformed into an analysis of each exit, into a definition of numerical-qualitative expectations, into a previous inspection and into a verification of all the results achieved, even negative ones.
Originality, on the other hand, represents the desire to bring energy, proactivity, and the organisational movement OUT from one's own headquarters and do it with style thus demonstrating that one is able to transmit energy, competence, challenge, and incentive actions on and off field.