ES 3600 Exam 2

Types of Programs and Scheduling

* Prime hours of operation are weekdays after school from 4 to 9 p.m. and on Saturdays.

Communication with members (PG.182)

* Staff should personally contact every new member who joins the club within the first week of membership * You can send a reminder postcard or an email, but a personal phone call is best. * Most members who are intimidated or inexperienced will probably not come in without reassurances from staff

Measure the results (PG.191)

* 50 new members join the club per month *Ten new members (20%) get involved in the new member program per month * Each member pays 50$ in monthly dues (600$ per year) * The program delivers enjoyment, accomplishment, friends, recognition, and a follow up program * Each year, 120 new members who might not have renewed are retained because of their participation in the program, which delivers $72,000 in annual revenues (10 new members per month = 120 members per year; 120 members x $600 yearly dues = $72,000)

Generating revenue through profit centers (PG.196)

* A profit center is a subunit of a business that is responsible for both revenues and expenses * In the health club business, programs or services that carry an additional fee for members are often considered profit centers because they are responsible for both revenues and expenses and are designed to generate a surplus, or profit * These revenue generating programs can enhance the club brand, improve member retention, and increase revenue per member, as well as add profit to the bottom line

Spa services (PG.209)

* A spa is a business specializing in professional wellness services that enhance health and well-being, beauty, and relaxation * The types of personal care treatments typically found in spas include message therapy, skin, and body treatments, hair and nail salon services, and facials

Explanation: STANDARD 1

* ACSM position statement - having these pre-participation screening tools have been deemed a very good way to reduce the risk for an acute cardiovascular event during or immediately after exercise * PASQ - Self guided, self administered and would inform participants if they should have further follow ups with their doctor * PAR-Q+ - Self guided, self administered and would inform participants if they should have further follow ups with their doctor *Health History Questionnaire - This would be if you need further follow up by a doctor * How to Administer

Staffing (PG.202)

* After defining your business model, you can establish staffing roles, responsibilities, job requirements, budgeted floor hours, pay rates, and work commissions * Commissions can be assigned for personal training sales, incentives can be used to increase the amount of sessions trained, and those with advanced certifications and continuing education can command higher pay rates

Pre-activity screening: GUIDELINE 2

* All members and/or users who have been identified as having cardiovascular , metabolic, or renal disease or symptoms or any other potentially serious medical concern and who is subsequently fail to get medical consultation should be permitted to sign a waiver or release (if permitted by law) that allows them to participate in the program offerings at the facility * In those instances where such members and/or users refuse to sign a waiver or release, they should be excluded from participation to the extent permitted by law

Customers (PG.199)

* All members are potential personal training clients, whether they are new or long time members * People wanting to learn new techniques, needing motivation, or seeking a personalized program are all prime candidates for personal training * A free personal training session or fitness assessment with a trainer is often included as a benefit to new members and gives the trainer the opportunity to develop a rapport with the member * Once a club has established a base of personal training clients, methods must be in place to retain them. Satisfied customers continue to purchase more sessions as well as recommend the service to others * The simplest inspection by a manager is observing whether the trainer looks engaged with the client and whether the client looks motivated

Involvement phase (PG.187)

* An involvement program is characterized as follows: -New members are engaged in regular sessions, activities, or programs - The programs are scheduled on the same day and time every week - The programs have the same instructors or supervisors for each session - Most participants will be the same week to week, so they have opportunities to create friendships - Participants are encouraged to continue attending the programs or sessions * One form of involvement programming is training sessions or a series of group exercise classes * Each class will have its own time slot every week with the same instructor *Most participants come to the same class every week, and they make it a priority

Define a purpose (PG.190)

* As an example, the purpose could be to get new members to commit to an 8-week cardio and strength training program * They will meet other new members and they will gain strength, endurance, and satisfaction by completing the program * A staff member will be assigned to track participation, give recognition for performance, and promote the next program * Members will enjoy their involvement and gain a sense of belonging, a degree of personal achievement, and a comfort level to take on a new challenge

Fun phase (PG.189)

* At the end of the day, it's all about enjoying what you are doing and having fun * Making fitness fun has been a mantra for the health and fitness industry for many years, and it is one of the most difficult parts of the business to accomplish

Scope of practice (PG.204)

* By following this scope of practice, personal trainers will provide effective services to personal training clients, avoid legal ramifications for practicing outside their professional scope, and protect the health and safety of clients

Accountability (PG.171)

* Checklists for training and performance assessment ensure accountability * Accountability for customer service and other job related tasks is essential to maximize employee performance and professional growth * Employees need specific and immediate feedback and should be rewarded when goals are met * Be consistent in catching employees doing things right, and praise them immediately

Communicating with customers (PG.171)

* Communication is a two way sharing of information that results in an understanding between the receiver and the sender * Because people process everything they hear and see through a filter system of values, experiences, beliefs, and culture, perceptions of what a speaker says may be different from what the listener hears

Orientation, education, and supervision: GUIDELINE 1

* Complimentary follow-up sessions - Pre-determined intervals (90 days, annually) * Fee-based small group sessions: -Semi-private, affordable * Fee-based private sessions - Standard personal training * Web-based personalized private instruction: - Members interact via email

Advertising and promotion (PG.205)

* Creating awareness and attracting attention will benefit your club's personal training business. * Market positioning to show members how personal training will satisfy their specific needs is a smart business initiative * New member trial sessions, package discounts to new members and new clients, and client reward programs are good methods to foster awareness of the personal training offerings and cultivate loyalty among clients * Brochures, posters, email, social media web sites, direct mail, referral programs, trainer biography boards, and business cards are other ways to promote your program

Recognizing the importance of customer service and loyalty (PG.164)

* Customer experience will overtake price and product as the key brand differentiator by the year 2020 * 55% of customers would pay more for a better customer experience * A customer is four times more likely to buy from a competitor if the problem is service related versus price or product * 89% of consumers have stopped doing business with a company after experiencing poor customer service * 82% of customers say that getting their issue resolved quickly is the number one factor in a great customer experience * 40% of customers begin purchasing from a competitor because of their reputations for great customer service

Understanding what the customer wants (PG.166)

* Customer wants to feel welcome - A warm greeting gives the customer an immediate sense if appreciation - Customers need to be the first priority * Customers expect a clean environment - Staff must clean equipment regularly, and members need to be educated about doing their part to keep equipment clean * Customers want efficient service - People have busy schedules and do not like to wait for service - A quick and easy check in system allows customers to access the facility with minimal wait * Customers appreciate solutions to problems - Customers need to be heard and understood when they come to you with problems - For example, if a customer has a bad experience with a personal trainer and is not happy with the service provided, you must listen, gather all relevant information, empathize, and determine an equitable solution for the customer * Customers expect a variety of programs and services that will help them reach their goals - To meet a customers needs, you must consider why that customer is a member - A customer may want to lose weight, increase lean muscle mass, decrease body fat, reduce blood pressure, lower cholesterol, improve strength, increase flexibility, improve overall health, feel better, meet people, or any combination of these - A customer focused, friendly, unintimidating environment will be more attractive to clients who are new to exercise and initially uncomfortable in a fitness setting * Customers expect knowledgable, friendly, and helpful staff - It is important to make members feel welcome and comfortable when they walk in the door, and it is essential that they feel at ease as they enter a personal training session, fitness class, resistance training area, or any other place in the facility - When an employee observes signs of confusion or frustration from a member, the employee should approach that member and offer assistance

What to teach (PG.170)

* Customers will come away from every encounter with an employee feeling neutral, happy, or unhappy

Orientation, education, and supervision: GUIDELINE 3

* Depending on their targeted audiences, facility operators should consider providing an array of PA options to accommodate the physical, emotional, and personal preferences of each user of the facility

Guidelines (PG.201)

* Determine expiration dates for personal training sessions; expiration dates can vary from 30 days after purchase to 1 year * Establish a cancellation, refund and makeup policy and adhere to these policies

Pre-activity screening: STANDARD 3

* Exercise pre-participation health screening tools shall be reviewed by qualified staff (qualified health fitness professional), and the results of the review shall be retained on file by the facility for a period of at least 1 year from the time the tool was reviewed * All health data and related communications shall be kept in such a manner that it is private, confidential, and secure

Identifying your customer (PG.166)

* External customers are the people who purchase an organizations services * Satisfied external customers often make repeat purchases and refer their family, friends, and colleagues * Customer service is, therefore, a wise investment in short and long term marketing * If they are satisfied, however, they will continue to walk into your facility

Orientation, education, and supervision: STANDARD 2

* Facilities shall provide a means by which members and users who are engaged in a physical activity program within the facility can obtain assistance and/or guidance with their efforts

Pre-activity screening: STANDARD 5

* Facilities shall provide a means of communicating to existing members the value of completing an exercise pre-participation health screening tool on a regular basis (annually) during the course of their memberships, or if they experience a significant change in health status * Such communication can be done through a variety of mechanisms, including, but not limited to, the facility membership agreement, online communications, personal correspondence, and/or signage

Orientation, education, and supervision: GUIDELINE 2

* Facilities should provide members with ongoing monitoring of their PA programs, including the opportunity to receive guidance on adjusting their PA programs * Need to be able to make adjustments

Orientation, education, and supervision: GUIDELINE 1

* Facilities should provide new and existing members with the opportunity to receive personal instruction and guidance with regard to their physical activity programs

Pre-activity screening: STANDARD 1

* Facility operators shall offer a self guided or professionally guided exercise pre-participation health screening tool (PASQ), the physical activity readiness questionnaire for everyone (PAR-Q+), and/or health history questionnaire (HHQ) to all new members and prospective users

Pre-Activity screening: STANDARD 2

* General pre-activity screening toll (PAR-Q) shall provide an authenticated means for new members, and/or users to identify whether a level of risk exists that indicates that they should seek consultation from a qualified healthcare professional prior to engaging in a program of physical activity * Stick with something that has been validated (PAR-Q, PAR-Q+)

Orientation, education, and supervision: GUIDELINE 2

* Goals - Adherence - Achieve fitness objectives *Exercise cards *Computers and apps

Orientation, education, and supervision: STANDARD 1

* Group Orientation Classes - High volume of member traffic - Basic instructions - Resources available - Intro to a general PA program * Personal orientation classes - Ideal situation - Advice and guidance - PA program based on pre-activity screening - Hands-on walk through the regimen * Electronic orientation classes - Alternative to group or personal orientation - Using a website, Kiosk, phone apps - How to navigate facility, tips on starting a program, how to use equipment and resources available * Posters and placards - Good when personal orientations are not possible - Directions on equipment - Guidelines for setting up a program - Resources

Orientation, education, and supervision: GUIDELINE 3

* Health and wellness coaching - Facilitate mindset and behavior change - Empower individuals Support clients - Provide accountability * Communication Media - Newsletters, blogs, facebook, twitter, youtube * Classes, clinics, workshops - Community experts (bring in people to talk about cardiovascular health, women's health)

Explanation: STANDARD 5

* Health status of individuals will change over time (somebody can become hypertensive, pregnant postpartum) * Use several means to communicate

Importance of employees when pre screening

* Identify those who wish to participate but may have a risk * Administer pre-activity health risk assessment on all new members * Proper referral and/or exercise prescription can take place * Safe and effective participation

Set a goal (PG.190)

* If a club us selling an average of 50 new memberships per month, it is reasonable to think that 20 to 30% would be good candidates for this entry-level program * Conservatively, 10 of the current month's new members would enjoy the program and benefit from it

Pre-Activity screening: STANDARD 4

* If a facility operator becomes aware that a member, user, or prospective user has a known cardiovascular, metabolic, or renal disease, or any other self disclosed medical concern that may affect the individuals ability to exercise safely, medical clearance is recommended before beginning a physical activity program

Accountability for growth and retention (PG.185)

* If managed efficiently, is worthy of a program director's position * At the end of the day, the success or failure of a program is linked to how well these key factors were implemented * A program cannot run successfully without accountability for its presentation, growth, and effect on member retention * Programs that are professionally developed, implemented, monitored, and evaluated are the heart of membership growth and retention

Location (PG.199)

* In most facilities, personal training occurs either on the main fitness floor or in a private or semi private training area

Achievement phase (PG.188)

* In the achievement phase, members are recognized for their participation or competition and awards are presented by the leader in front of peers * The awards need not be expensive; T shirts, water bottles, or inexpensive gift cards are appreciated by participants * For example, presenting an award based on attendance rather than performance will provide a wonderful experience to someone who wouldn't receive an award based on performance alone. * Be creative, and find ways to recognize everyone for something. This is the goal of the achievement phase.

Portray a positive attitude: The power of one (PG.173)

* In the eyes of a customer, each employee in an organization is the organization *Everything an employee does is a reflection of the organization as well as the person *Attitude is a reflection of how you think about something or someone, and how you think about the customer is how you will treat the customer * To develop a positive attitude, you must realize you have control over your attitude * Attitude is a state of mind influenced by feelings, thoughts, and action tendencies; thus, it influences three things that you can control: what you think, what you say, and how you behave * Fitness professionals and support staff need to genuinely believe in the positive benefits of fitness and have a desire to connect with people

Identifying your customer (PG.165)

* Internal customers are all the people who work in an organization * The front desk staff, personal trainer, group fitness instructors, program directors, building engineers, cleaning staff, managers or team leaders, and any other people who work everyday to make your operation a success are internal customers * By serving each other, employees of an organization create a positive atmosphere

Dealing with difficult customers (PG.174)

* It is best if the employee responds to the dissatisfied customer on the spot or as quickly as possible * Empowered employees can better serve the customer and resolve conflicts * Employees with an understanding of the importance of customer service and knowledge of how to effectively and efficiently resolve customer concerns will create an environment of customer satisfaction

Recognition of Participants (PG.182)

* It's imperative to acknowledge the work and achievements of new members who participate in programs or activities * Because programs are tools for keeping members engaged in the club, keep track of member attendance and recognize participation

Improvement phase (PG.188)

* It's important to assist and support members in their quests for higher levels of accomplishment and achievement in their exercise routines or sport activities * Improvement programs include competitions; education, seminars, and clinics; diversification through new programs or activities; and more advanced exercise or sport programs

Diversification (PG.184)

* Many people get bored doing the same routine or activity over and over, so new challenges, goals, and experiences will keep them interested or renew their interests in exercising * Beginner, Intermediate, Advanced * Cross training is another reason diversified programming is so important * Cross training typically results in better overall fitness results and helps prevent boredom, so diversified programming is both emotionally and physically beneficial

Cost of sale, profit margins, and metrics (PG.201)

* Standard overall profit margins range from 35 to 50% * Expenses include payroll and payroll taxes, commissions, and any advertising and promotion costs * There are of number of industry metrics that clubs can use to monitor the growth of the personal training business, including training revenues as a percentage of total membership revenue, personal training clients as a percentage of total membership, percentage of personal training to member usage, as well as operating cost of training per client

Member retention (PG.182)

* Membership retention is the process of engaging members in the club experience so they will use the club regularly and remain satisfied customers * According to a survey by IHRSA 76% of people who left a club did so due to lack of relationships and connections - Nearly 90% of club members say they value communication from staff members - Social interaction affects renewals. The risk of cancellation was 56% higher among members who only use gym equipment versus those who exercise in groups - Your best salespeople are your fitness staff; they can generate 600% more income per member than salespeople alone - Social interaction also affects overall member satisfaction; 70% of club members who made new friends through their memberships self identified as club promoters rather than club detractors - Reaching out to a member- whether by phone, email, text, or social media- more than doubles the likelihood that the member will be a promoter rather than a detractor

Importance of pre-screening

* Minimize the risk of a cardiovascular or other medical event for all members and users, including those at greatest risk due to age, CV disease, symptoms or risk factors of CV, and any other issue that might be exacerbated by exercise participation * Evidence shows that the risk of an event is greatest during or after vigorous exercise in a sedentary population * Unrevealed CV disease can be difficult to recognize

Explanation: STANDARD 4

* Moderate - Vigorous exercise poses a risk to certain individuals (heart attacks, strokes) * Thorough explanation to the member/user * In the member's best interest * Pay special attention to people with special needs

Importance of orientation, education, and supervision

* Most important obligation that a facility operator has to those individuals it serves * 80% of adults are aware of the benefits of being physically active but the majority do not exercise regularly * Approximately 20% of all Americans are health/fitness facility members, and less than 50% use memberships at least twice a week

Commitment to a schedule (PG.182)

* New members must be committed to the program, to exercise, and to a new lifestyle, and some members are committed to a leader or the other members of a group * The one that is key to retention, however, is the commitment to a specific schedule or time frame, because it helps form an exercise habit

Be conscious of nonverbal communication (PG.172)

* Nonverbal communication can send a clear message to its recipient; for example, a simple sigh can suggest annoyance, frustration, or impatience * It is possible to communicate messages through body language and vocal inflection without intending to * A person's facial expressions, eye contact, body posture, and gestures all send out messages

Orientation, education, and supervision: STANDARD 1

* Once a new member or prospective member has completed a pre-participation health screening process, facility operators shall then offer the new member or prospective user a general orientation to the facility

Dealing with difficult customers (PG.174)

* One of the most important strategies for dealing with an angry or difficult customer is to listen * Listening for understanding will often diffuse a difficult situation * Some people simply want to be heard and understood * To effectively listen, you must keep in mind that it is not a personal attack, although it may seem personal * Effective listening requires you to let go of preconceived notions about the person and the situation and seek to understand the angry customer

What to teach (PG.170)

* One technique that a fitness center can use to reinforce how important customer service is to members and staff is to have a staff pledge regarding service criteria * A pledge serves as a visible reminder to staff of the expected behaviors, and it also notifies members of the level of service they can expect * EXAMPLE: As a staff member I will: - Smile and say hello. I will provide a friendly welcome to everyone I see - Help build friendships. I will make a personal connection with our members, introduce members to each other, and meet someone new each day - See it and own it. I will take responsibility for correcting any problem I see - Give thanks. I will make each day special for members and staff by having a positive attitude and by appreciating others Then, I will do it again tommorow!

Orientation, education, and supervision

* Orientation: refers to the process of providing each facility member or user with the proper information and guidance to initiate and engage in a program of safe and effective physical activity * Education: involves the practice of facility operators providing relevant, up to date information to their members so that informed decisions can be made about their PA and lifestyle practices

Personal training (PG.198)

* Personal training is a significant income source for health clubs, with $9 billon in annual revenue and annual growth of 3.2% * Personal training can be defined as an individual fitness program designed and monitored by a certified personal training professional, conducted one on one or with a small group and delivered in person via online or mobile technology

Pro Shops

* Pro shops that sell a variety of club merchandise- including clothing, workout supplies, and food and beverage items can be a great amenity for members and guests at a health club as well as a way to generate revenue and improve member retention

Promotion of programs (PG.184)

* Professional promotion starts with a calendar of club events and services that offers a variety of activities and programs throughout the year * Programs can be promoted through posters, bulletin boards, website notices, and flyers no less than 3 weeks before the start of the program * Programs should also be promoted verbally within the club

Second Stage: Acceptance (PG.187)

* The acceptance stage is when members become involved in an ongoing program and can be part of recognition events or participate in advanced program options

Dealing with difficult customers (PG.174)

* The customer is not always right, but the customer is always the customer * Every customer complaint is an opportunity to create a positive relationship * The goal is to reduce the number and frequency of complaints, but complaints are opportunities to improve service and build positive relationships by turning unhappy customers into happy and loyal customers

Identifying your customer (PG.165)

* The front desk staff welcome members and set the tone for the member experience * Group fitness instructors provide a service to other employees by reducing overcrowding on the equipment during peak hours

Developing and organization of profit centers (PG.196)

* Profit centers can run as separate entities within the global profit and loss statement of the health club * Most profit centers run as separate departments within the scope of the organization * The median percentage of profit center contribution to total revenue in clubs of all sizes is 31.6% * First, determine what services make the most sense for your club and your market * Find out whether other clubs charge a fee for similar services or if they include it as part of the membership fee. If it is a free commodity in other health clubs, members will feel as if the club is taking advantage of them by charging extra for the service * After researching areas such as competition, market demand, consumer interest, income, and price considerations, develop a marketing plan with an identifiable target market, typically the existing membership and local community * A management plan that considers issues such as staffing, space allocation and design, equipment needs, vendor management, operating procedures, and sales procedures is the next logical step * Finally develop a financial pro forma evaluating the capital investment needs, operating expenses, tax and insurance considerations, accounting procedures, documentation, and potential profitability *Before starting a profit center, the club operator should select someone to oversee the development and operation of the endeavor; he or she may choose a member of the existing staff or hire a qualified person * Link the compensation to the successful launch and operation of the profit center and create a bonus structure that drives achievement beyond 100% of the goal * The profit center manager should also be responsible for promoting the new service or product to the members and clearly articulating the differences between free and for fee programming to the membership staff and other program instructors

Recognizing the Importance of Program Directors (PG.192)

* Program directors are typically responsible for coordinating all club activities, programs, and the staff involved in those services * Oversees programs that keep exercisers motivated, organizes special events and social opportunities to engage members, and offers educational programs *Retention is the goal

Progression of programs (PG.184)

* Progressing through a series of programs is the objective of the wheel of logical progression * New members can begin their memberships with an introductory program and progress to more advanced instructional opportunities

Pre-activity screening: GUIDELINE 1

* Prospective members and/ or users who fail to complete the pre-participation screening procedures on request should, if permitted by law, be asked to sign a waiver or release that allows them to participate in the program offerings at the facility * In those instances where such members and/ or users refuse to sign a waiver or release, they should be excluded from participation to the extent permitted by law

Explanation: GUIDELINE 2

* Reduce Liability * Statements should include language regarding: -Being offered the screening tool -The member/user has informed of the risks of participation -The member has chosen not to follow guidance -This person assumed responsibility -This person releases the facility from any claims or suits

Spa industry trends (PG.209)

* Relaxation and stress reduction these services provide

Reliability of the schedule (PG.184)

* Reliability means that you set a programming schedule that can be maintained * Your club should have consistent core program offerings to allow people to adjust their schedules to accommodate their programs of choice

Develop follow up programs (PG.192)

* Retention doesn't occur automatically after the first 6 to 8 week program * If you want your new members to become active club users, then timely, well designed follow up programs are crucial * The program calendar must include activities for everyone: men, women, youth, older adults, first time exercisers, and experienced exercisers and athletes * The programs must include classes, training sessions, leagues, lessons, clinics, contests, seminars, and tournaments that are carefully targeted to different member groups that share similar interests

Explanation: STANDARD 3

* Risk stratification * Qualified personnel such as a degree in Exercise Science or a certification from an NCCA recognized certification * Refer to ACSM Guidelines for Risk Stratification

Security

* Security in the child watch (babysitting) area must be of the utmost concern * The manager and organization must ensure that only an authorized parent or guardian drops off or picks up the child * Security cameras should be installed both in the child-watch facility and along the route from the main desk to the child watch space to ensure safe passage of children to the area

Explanation: STANDARD 2

* Self- administered - Helps people determine if there is a risk level and helps advise members what steps should be taken * Determine risk level * Advises member

Package and program types (PG.200)

* Single 1 hour sessions and packages of 5, 10, and 20 sessions are common at many clubs * Sessions of 30 or 45 minutes are appealing to those clients with time constraints * For clients looking for a lower priced alternative, small group training with up to five clients has become a popular option

Orientation, education, and supervision: GUIDELINE 3 top 5 preferred programs

* Socially based programs (Women) - Group exercise classes, leagues, group training, social events (dance, cardio, body conditioning, mind body discipline, fusion, adventure training, sports league, suspension training) - Foster social interaction * Competitive based programs (Men) - Sport-related competition, fitness challenges, weight loss challenges (sport related, fitness challenges, weight loss challenges) * Health and wellness programs - Nutrition classes, information on back pain, arthritis, etc * Mind- body programs - Pilates, tai-chi, yoga * Weight loss and weight management programs - Communication media - Classes, clinics, and workshops

Facility requirements (PG.211)

* Spa services should offer a luxury experience in a quiet and relaxing atmosphere * The ideal spa treatment room is located in a quiet area away from the normal traffic patterns of the club

Orientation, education, and supervision: GUIDELINE 4

* Staff facilities should provide professional health/wellness staff to supervise the floor during peak usage periods, or when there are a large number of older adults or members with special needs using the facility *5:00-9:00pm * Help members * Emergency situations * 1:100 is recommended ratio

Instruction phase (PG.187)

* The instruction phase introduces members to goal setting and gets them to start using the club on a regular basis * During this phase, you help members establish specific workout schedules and begin their education, which includes terminology, safety, correct form, general dos and don'ts * Instructors must establish rapport and connection with beginning exercisers

Introduction phase (PG.186)

* The introduction phase of the integration stage is the most important, and it is usually the most poorly implemented phase * The biggest mistake made in the introduction program is giving too much information that members don't understand and that will be quickly forgotten * In the introduction phase, new members should develop new interests and learn new things, have fun and be encouraged and complimented by the staff, and experience some degree of success * The best advice is to keep it simple * An introduction program must leave the participants feeling confident, educated, and accomplished

Equipment (PG.201)

* The investment in equipment specifically for personal training is minimal, because the majority of training sessions use existing club equipment, such as free weights, resistance training and cardio machines, and stability balls

Developing a successful program (PG.190)

* The proven steps for developing a program that will attract participants and have a positive effect on your club's retention rate are as follows: 1. Define a purpose 2. Set a goal 3. Develop a marketing and promotion plan to reach the goal 4. Measure the results 5. Implement a follow up program

Dealing with difficult customers (PG.174)

* There will be times when an unhappy customer is in the wrong and will not be satisfied by anything you do, but they will be few and far between * An angry, irrational customer can create a negative environment that makes employees and other customers uncomfortable * If this happens, a manger will likely need to step in to defuse the situation and address the conflict * When all else has failed, you may suggest that the customer might be happier elsewhere * It is best to cut ties with that customer than to risk losing other customers

Dealing with difficult customers (PG.174)

* There will be times when angry customers are right about their situation * This is an appropriate time to go the extra mile with a complimentary service or an extension of membership * It is also important to follow up with a phone call or note to thank the customer for taking the time and energy to provide you with the opportunity to fix what went wrong

Retaining members through program management

* They will not maintain an exercise routine if they aren't enjoying the experience *The value of a club membership is in sociability, camaraderie, friendships, relationships, leadership, and group experiences * Membership retention is a result of having a variety of programs and services that offer different experiences and challenges to keep members active and engaged month after month and year after year * The goals of programming are retention and helping members meet their goals * Programming that facilitates engagement with other members and staff in a fun, social environment increases referrals and retention and decreases attrition

Focusing on customer service (PG.164)

* This is because the fitness industry sells services * A product is tangible; it takes up shelf space, has a shelf life, and can be inventoried, depreciated, and taxed *A service is an action that helps another person achieve a goal or objective * A customer is any person who requests or requires these services * Customer satisfaction and loyalty occur when a service meets or exceeds a customer's expectations and when problems are resolved quickly and easily

Five common profit centers (PG.198)

* This section explores five profit centers common to many health clubs; personal training, specialty group training, spa services, youth programs, and pro shops

Developing a marketing and promotion plan (PG.191)

* Traditionally, clubs use posters, brochures, displays, news releases, website articles, or paid advertisements to promote their programs * Because using every possible promotional tool is not feasible for most clubs, you need to identify the best strategies to reach the intended target audience for each program

Legal Consideration

* Treatment providers in many states must maintain current registration and licensure. * Additionally, the facility or spa itself must be registered or licensed by the state

Recognizing the importance of customer service and loyalty (PG.164)

* We live in a rapidly changing world that continually bombards us with information * Fitness clubs continue to be challenged by economic uncertainty, more competition, changing demographics, technology, new research, and whatever the latest exercise fad seems to be * Club members are continually trying to balance the demands of work and their personal lives * These challenges maker exceptional customer service in the fitness industry an important practice for all staff members at all time * The goal of customer service is to create a friendly, comfortable, clean, and well maintained environment that meets members needs and solves their problems, retains members, and brings in new members * Exceptional customer service is exceeding the customers expectations by going the extra mile and adding that special touch

Specialty group training (PG.205)

* What these club operators have discovered is that people are willing to pay more for a favorite program or activity if it is held in a specialty facility * When promoting specialty programs, remember that most members will understand and accept that there is an additional expense for programs that require specialized equipment and specially trained instructors * Pilates is a prime example of a specialty training program that can be a profit center for a health club

Operations (PG.201)

* When structuring a personal training business in a health club, it is common to develop a mixture of free and paid services for members * Roles, responsibilities, and priorities need to be defined, as do commission structures

Dealing with difficult customers (PG.174)

* When you are working with an angry or concerned customer, make sure that you do what you say you are going to do * Prompt service is key to customer satisfaction. It is also important to be flexible * Be sure to question policies that often create customer dissatisfaction and anger

Recruitment (PG.202)

* With top trainers in high demand, clubs are always challenged to find qualified, experienced, and out going personal trainers

Follow Up (PG.182)

* Your work is not done when you call and invite a member to a program or meeting * You should follow up with an email or another call, especially if it seems the member is not sure about participating * A reminder 12 to 24 hours before the meeting or program helps ensure participation and reinforces the sincerity of your invitation

Location

* Youth activities or dedicated youth program spaces should be located in an area that is easily accessible to parking and strollers and handicapped access. * For safety and noise reduction for the sake of adult members, the location of your youth space and recreational activities should be away from main areas of the club

Youth Programs

* Youth programs for fitness and personal training have been identified as an emerging trend with above average growth in health clubs * In 2017 41% of health clubs offered youth fitness programs, of health clubs offered youth personal training * The number of club members under the age of 18 has increased by 5 percent

Focusing on customer service (PG.164)

* people who run businesses of all types realize the importance of good customer service and how it can build long term customer loyalty * Research has shown that when you solve a customer's problem, you create a loyal consumer who will tell 10-16 other people about your company * If you fail to make a customer happy, however, that person will tell an average of 28 people about the terrible experience

Sociability (PG.182)

*Most members join clubs for exercise and fitness, but they stay for the fun and social aspects * When people are in a group program, they are more likely to enjoy themselves, meet others like themselves, and form friendships * Group programs provide sociability, which is a major factor in retention

Establishing the purpose of programming (PG.183)

- Members who use the club regularly are more likely to remain members; ideally, members should be using the facility at least one or two times per week. On going participation in programs ensures regular usage of the club, helping to keep members engaged and active - Members should have regular interactions with one or more staff members to create a sense of loyalty to the club and staff. Programs provide such interactions with an instructor or trainer, which creates loyalty, trust, and comfortable familiarity, all of which contribute to retention - Staff should aim to engage members in more than one program within the year - Member populations can be categorized by gender, age, interests, skill levels, schedules, personalities, and lifestyles

Consider all groups of members for programs: (PG.193)

- New members - Active members - Inactive members - Potential members

Focus on listening (PG.172)

1. Avoid distractions: - Tune out all forms of distraction that could cause you to shift your focus from the member you are assisting - At this moment, helping the member is the most important work you have to do 2. Paraphrase what the customer said: - One way to practice active listening is to paraphrase what the customer said after listening to the concern - This helps make the customer feel heard and shows that you are genuinely concerned and willing to assist It is also a way to be sure you understand exactly what the customer said and verify the customers primary concern or problem 3. Ask questions: - Asking the right questions ensures that you understand the customers needs and overall concern -This will help you find the best solution

Programming by logical progression (PG.185)

1. Integration stage. This includes the introduction and instruction phases 2. Acceptance stage. This includes the involvement and achievement phases 3. Commitment stage. This includes the improvement and fun phases

Monitoring the effects of customer service (PG.177)

ADVISORY BOARDS: * Advisory boards made up of club members can pffer effective feedback on a regular basis to allow club owners, team leaders, and staff members to see the club from members perspectives * An advisory board should consists of 10 to 20 people from diverse backgrounds and who range in age * The advisory board term can be from 1 to 5 years, and meetings can be held quarterly or monthly

Monitoring the effects of customer service (PG.177)

CUSTOMER SATISFACTION SURVEYS AND INVENTORIES : * These can provide an opportunity to know what customers are thinking * They can be specific or general, depending on what you want to know from the customers * It is important to follow up with those who complete the surveys and inventories to show that the input they took the time to give you was considered * An action plan to implement legitimate suggestions and address common concerns can help build trusting relationships with customers

Customer service best practices (PG.175)

EQUIPMENT: - All equipment is inspected thoroughly on a daily basis - When malfunctioning or broken equipment is discovered, staff immediately determine whether a service call is required for repair - All staff members report broken equipment to appropriate staff using a repair form that is copied to appropriate management staff - The club has a staff member who is trained and certified in equipment maintenance to monitor all equipment and immediately make routine repairs - A supply of spare equipment parts that can be replaced by staff without a service call is kept on hand - All malfunctioning or broken equipment that cannot be quickly repaired is taken out of service or removed from the fitness center until it is restored to working order. A sign is posted on broken equipment indicating that a repair service has been scheduled and when the equipment is expected to be back in operation - The club assigns staff members to make and document regular inspections of the facility

Retaining members through program management

Every program must benefit the member by: * Being enjoyable * Provide a sense of belonging * Realize some personal achievement * Acquire confidence in taking on new challenges

Retaining members through program management

Exercise is our product and we need to package it in programs

Customer service best practices (PG.175)

FACILITY APPEARANCE AND CLEANLINESS: - All facility signs are visible, contain up to date information, and are well maintained - The atmosphere of the entire building is warm, friendly, neat, and clean - The club has sufficient numbers of custodial and maintenance staff to thoroughly clean the facility - The club shows members and guests that it is committed to cleanliness by posting the cleaning schedule so it is visible - The responsibility for cleanliness is part of every staff members job description and daily duties - The building property manager and executive director regularly inspect the facility during times of peak use to see what needs improvement and assign staff accordingly - Cleaning solutions and towels or sanitary wipes are present in all exercise areas so members can clean off equipment after use

Monitoring the effects of customer service (PG.176)

FOCUS GROUPS: * Conducting focus groups of about 10 people who provide the club with general performance feedback or share feedback related to specific issues is a great way to improve customer service and increase retention * Focus groups held on a regular basis can offer valuable ideas for tour facility and build strong relationships with club members as you include them in the improvement process

Customer service best practices (PG.176)

INTERIOR APPEARANCE: - Club facilities are clean and well lit - Corridors and stairwells are clean and not used for storage - Carpeting is clean and fresh and is not worn with traffic patterns, spills, or frayed areas - Tile and wooden floors are kept clean, including corners - Lockers are in working order and free of scratches, dents, or graffiti - Locker rooms are well ventilated, odor free, clean, and well lit - The lobby furniture is clean and fresh and is not worn, torn, broken, or stained. The lobby should be furnished as a social place for members and guests - All doors and windows are clean and free of signs and other markings

Power Talking (PG.173)

Instead of: Say this: your problem This situation You have to I'd appreciate it if you'd Don't forget Please remember I'll have to I'll be glad to I can't I can But And Spend Invest I disagree I understand You'll have to ask I can help you by

Monitoring the effects of customer service (PG.177)

MANAGEMENT BY OBSERVATION: * This leadership practice, commonly referred to as management by wandering around, is often used by successful business leaders * Mangers and owners must do more than talk about customer service; they must demonstrate exceptional customer service and be visible throughout the facility * Managers, owners, and team leaders should walk around the club to provide performance feedback to staff and build relationships with members * Management by observation is one of the best ways to train staff, provide immediate feedback on staff performance, and consistently monitor customer service * A leaders mood and modeling can send a powerful message to employees

What to teach (PG.170)

Relationship Skills: - Immediately greets all members and guests - Greets all members personally using their names - Has an on stage mentality and gives full attention and energy to members - Shows an interest in members by being warm,, friendly, and willing to help at all times - initiates interaction with and between members - Asks members if they need help or assistance - Gets to know members personally by asking about family, job, hobbies, and so on - Introduces members to other staff and members - Invites members to participate in other programs

Monitoring the effects of customer service (PG.178)

SECRET SHOPPERS: * They can also be used to gain perspective into a company's ongoing customer service practices * Secret shoppers can be used to perform specific tasks, such as using the club on a trial basis, participating in group exercise classes, asking questions, registering complaints, or behaving in certain ways, and then providing detailed reports or feedback about their experiences

Customer service best practices (PG.174)

STAFF: - The reception desk has enough staff to give prompt attention to prospective members - Reception desk staff smile and greet all visitors and members personally (using names) - Staff members are clean, well groomed, and dressed according to the uniform standards - Staff members wear name badges while on duty - Management staff are visible and regularly circulate throughout the facility greeting members and guests

Monitoring the effects of customer service (PG.177)

SUGGESTION BOX: * A traditional suggestion box at the clubs front desk can be a good way to measure customer service effort and find ways to improve service * The contents should be collected each day by the staff member in charge of addressing suggestions * Another effective option is a suggestion form on the clubs website * An online suggestion box allows club personnel to communicate directly with members and work with them toward solutions instead of reading anonymous written notes that are sometimes scribbled in anger * Suggestions need to be addressed in a timely manner

What to teach (PG.170)

Service Skills: - Is clean and well groomed and wears the proper staff shirt and name tag - Asks satisfaction questions about programs and services - Listens to suggestions and responds immediately -Addresses complaints and concerns immediately - Has thorough understanding of membership policies and rates - Knows how to access information in the member database -Is readily available and prepared for facility tours - Has attended customer service staff training

Orientation, education, and supervision

Supervision: Is the process of monitoring the physical activity practices of members so that the physical activity environment promotes safe participation