I’ve said it in meetings, at conferences and in webinars that the member experience and member service is one of those parts of your business that you just can’t afford to get wrong. The recent pandemic has seen many businesses relocate staff from brick and mortar to work from home environments. Often without sufficient training or the technology to support such interactions. I have changed my business banking and telecoms supplier during this time simply because my existing providers were not able to meet my self-service needs. Yes I do want to be able to do some things using self service tools, particularly if they are routine behaviours.
With so many more interactions and transactions taking place online, members are really getting an insight into those businesses that have evolved and those that are still lagging behind.
Think about how uncomfortable you feel when you hear someone speak negatively about their experience with your business and how often is it because...
Your business is constantly experiencing change. Whether caused by the global pandemic, fitness trends, new technology implementations, procedural updates, department reorganisation, or customer/member service improvements, change is constant and necessary for growth and profitability.
Developing a consistent approach to the measurement and management of your retention processes will aid in maximising the impact it has on your customer/member s and staff.
One of the most common challenges operators describe to us about tackling retention, is there are so many things they could do, but they don’t know where to start. What should take priority, what will have the biggest impact and what will be the easiest to deliver.
In this blog I will talk about the planning and communications required to develop a successful retention plan.
1. Begin with the End in Mind
Yeah one of Stephen Coveys seven habits, but it’s a concept that has been around since the beginning of time....
Q1. If you were to pick just three KPIs for clubs to focus on around member retention, what would they be and how often would you be tracking their progress daily, weekly, monthly, etc.
The first thing I would look at measuring is the retention time and I'd be doing this perhaps every four months, maybe twice a year. Certainly at the beginning of a project, we will always use survival analysis to measure the gap between when people join and when they leave and when people join and when they stopped paying. So we use survival analysis to do that.
That gives us a curve that allows us to see where to intervene in order to improve customer retention. If the curve looks like one of those Olympic ski slopes that the ski jumpers use and there is a cliff almost straight away, that tells us there is a different problem than if there is a fairly flat line for the first three to four months, and then it starts to drop away. So the first thing we would measure would be the time that someone...
How can you use surveys and customer feedback to attract new members to your club and, more importantly, make sure they stay? In this blog I’m going to share with you some invaluable tools that you can use to gain important information about your customers. I’m also going to tell you what you can do with that data in order to create member retention success.
If you want feedback from your customers, always think about why you're actually asking them questions. What is it you're trying to understand by getting feedback from your members? Who are you wanting to hear from and who is actually responding when you send out a survey? For feedback to make a difference to your business, you need a robust methodology.
Think about the timeline of them being a customer before you survey them. Are you going to ask them for feedback on day five, day ten, day 90? Or maybe your goal is to get to know what’s going on with your customers at different...
What’s the best way to build confidence amongst members when it comes to reopening the doors of your club? How can you communicate rules relating to Covid-19 and ensure they are followed by all?
There's an increasing amount of speculation and information about the process of reopening gyms, but very little so far to do with training staff on how to cope and deal with reopening when it comes to the actual member experience.
One of the things to be aware of, is that we often take our cues from visual prompts. When we see a red traffic light, we know it’s a signal to stop, but the traffic light doesn't actually stop us. It's just a signal.
When it comes to reopening gyms, we can use visual prompts to help our customers behave the way we need them to behave at this time.
Visual prompts need to be both before, during, and after their visit. Adam Zeittsiff's team at Gold's in the US are preparing to open some of their clubs and have...
This week, on the Fitness + Technology podcast, host Bryan O'Rourke welcomes special guests from across the industry in wake of the coronavirus pandemic. As leading thinkers and experts in fitness and club operations, listeners will hear their foresight into the future and how you can stay prepared in this time of uncertainty. The upcoming podcasts will be a series of interviews we hope will be of value to you as this situation unfolds. If there is anything we can do for you, please reach out @bryankorourke or at [email protected].
Please know, we will get through this. We send our prayers and best wishes to you and your families.
One Powerful Quote:
Retention is the period of time between when someone joins and they either stop exercising or when they stopped paying. Depending upon the markets we work in, it depends which one of those two or if we measure both.
Attrition is the number of people that cancel from your business. So one is measured in months and the other is measured in people, so they're not the opposite of one another, Like many people think. They're related, but then they are separate measures completely.
Lots of people say, oh well if your retention is this, then your attrition is the opposite.
We use traditional statistical analysis that's found in medicine insurance companies to actually track and plot what people are doing. Some of the things that the Fitness industry use to measure attrition just have no value. You might as well measure the size of a room with an ice cream.
Retention needs to be measured in people, not percentages.
The approach that's most appropriate, is called survival analysis. Survival...
Each week I get contacted by suppliers who have developed products that claim to improve retention. Some are existing companies and others are start ups. So I have decided to review them and publish those reviews. This is the first is with Shai from CoachAi. I discus the product, how clients are using CoachAi and the result they are getting. I summarise and give my evaluation a the end.
You can also download the one year case study hear. https://www.coachai.com/pub/coachai-one-year-case-study-2019.pdf
Considering the current situation globally I decided to make a short video for my clients to help them understand what they need to do to retain customers at this time. It ended up being a little long than I had planned (14 mins), but in it I describe the three phases of change that need to be managed.
These are the phases you need to manage as a health club operator
As this week progresses I am sure I will have more ideas about what operators can do and will update within our lunchtime lesson posts on LinkedIn, Facebook, Twitter and Instagram.
If you have any questions email me at [email protected]
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Paul Bedford PhD
Retention Guru Ltd
+44 (0) 7956 311 899 ...