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Competitive against Low Budget - oct2014


在低价及其他 健身机构面前 保持竞争力
REMAINING COMPETITIVE AGAINST LOW-BUDGET FACILITIES? AND OTHERS

24/10/2014

IT’S EVERY GYM OWNER’S

WORST NIGHTMARE:
YOU WAKE UP ONE DAY TO FIND A COUPLE OF LOW-

BUDGET FACILITIES
ARE COMING TO TOWN AND OFFERING MEMBERSHIPS AT A FRACTION OF WHAT YOUR RATES ARE.

对于每个俱乐部老板老说
最恐怖的噩梦:
你某天忽然发现一家低价健身场所将来到你的地 盘 而且他们的会籍费只是你的几分之一.

LOW-COST GYMS HAVE THE MIDMARKET HEALTH- CLUBS IN THEIR SIGHTS?
低价健身俱乐部会把中等健身俱 乐部放在自己枪口下

20%
FitSpace is their first gym

ILLUSTRATES THE MAIN REASON FOR LEAVING
Results效果 Support协助 3% 3%

人们退会的主要原因

Enjoyment
Facilities Cost Attendance使 用率 Location位置 0% 5% 10%

6%
11% 14% 26%

第一次 使用健 身房

26%
15% 20% 25% 30%

HOW LONG DID PREVIOUS MEMBERS KEEP THEIR MEMBERSHIP?之前的会员的会 籍时长是多少?

Unsure More than a year

5% 16% 18%

80%
之前有使用过健 身房
Previous gym experience

7-12 mnths 4-6 mnths 0-3 mnths

28%
33% 0% 5% 10% 15% 20% 25% 30% 35%

PREVIOUS GYM EXPERIENCE VISUAL INSIGHT RAY ALGAR 2011

会员对健身房使用经验的统计 RAY ALGAR 2011

Membership Duration会籍 时长

AS SCARY AS LOW BUDGETS CAN BE, THEY ARE A GOOD THING TO THE INDUSTRY.虽然 低价俱乐部很恐怖, 他们对行 业却是好事.

After years of having a status quo situation, with not much disruptive thinking and innovations, lowbudget clubs are challenging existing facilities to re-examine their own member proposition and to raise their game.在数年的无创 新与维持现状后 , 低价俱乐部正 在挑战原有俱乐部,让他们重新 审视自己并且提升自我.

UNSATISFIED MEMBERS CAN GO ONE OF THREE WAYS? 不满意的会员要可以做出 的三个选择?
BUDGET GYM 低价俱乐部
They’ll pay less for less service because at least then they’re not being ‘overcharged’ 他们花更少少的钱,享受更 少的服务。这样起码不会被 “宰”

?

YOUR CLUB? MICRO-GYM/ OFFER工 你的俱乐部 PREMIUM 作室/高端店
They drop out of our industry altogether 他一同离开俱乐部这个行业 They’ll pay more in the hope that this club might actually provide something that delivers on its promise 他们花更多的钱,希望获得应 该获得的服务

?

PEOPLE CRAVE SOCIAL CONNECTION?

人们渴求人际交往?

ALL THE STARS ALIGNED?.WE ARE IN A GREAT PLACE TO BE THE ONES FILLING UP THESE NEEDS?

万事俱备?.我们所处的可以满足人 们的需要

REALITY CHECK: MOST OF US ARE BEING CHALLENGED 事实:我们中的大多数都面临挑战
Growing membership is tough
? After 3 years, the membership doesn’t grow anymore in most facilities and the pressure is on to not step back… New member acquisition is a constant challenge The competition is continually increasing, leading to a serious price war Cost of new member is high We struggle getting new people to join our clubs less than 17% of adults belong to health-clubs in any single country, and market penetration of 10.5% is enough to be among the top 10 of all countries 扩张会员总数很难 1经过三年后会员总数没有增长,主要压力 是不要退步…2获得新会员一直是挑战3竞争 加剧变成了价格战4新会员与新员工的成本 很高5让人们加入健身俱乐部是很难的,所 有国家的总人口中健身俱乐部会员都不超过 17%, 市场渗透率达到10.5%就可以在任何国 家跻身前10的位置。

? ? ? ?

WHAT CAN THE FITNESS INDUSTRY DO?健身行业 该做什么?
The world is facing a great holistic health challenge and our industry is perfectly positioned to play a big part in the solution. We are the exact opposite of the cigarette and junk food companies and we have an intimate relationship with a large percentage of the world’s wealthiest people, but they are often smarter than us! 全世界都面 临 全面健康 问题 而我 们 的行 业正好可以提供解决方案。 我 们 是烟草公司和垃圾食品的 对 立面, 我 们 和 这 个世界上最富有的人中的很多 人都有 紧 密的 关 系,但是他 们 往往比我 们聪明!

PHILIP MORRIS 是世界第一大 烟草公司

MCDONALD’S 麦当劳

FACT

MOST MEMBERS DON’T COME OFTEN ENOUGH

YES, THE AVERAGE ATTENDANCE PER MEMBER IS 1.9 VISITS PER WEEK BUT…

? 66% MEMBERS USE THEIR CLUB ONLY 1 TO 1.9 TIMES PER WEEK ? 43% USE IT LESS THAN ONCE A WEEK
AVERAGE U.S. HEALTH -CLUB ATTENDANCE - MEMBERS AND CONSUMERS U.S HEALTH-CLUB ANNUAL ATTENDANCE BY NUMBER OF DAYS

101

102 98 91 87

102 99

44%

47%

44%

89

91 88 13% 22% 10% 12% 12% 20% 10% 11% 13% 18% 10% 15%
xx 52~ 25~51

2008

2009

2010

2011

2012

2010

2011

2012
12~24 1~11

Average attendance health-club members

Average attendance health-club consumers

事实

大多数会员来店不够频繁

YES, 会员的平均到店率是每周1.9次但是… ? 66% 会员 每周使用俱乐部1到1.9次

? 43% 会员每周使用俱乐部不到一次
美国俱乐部会员及消费到店率
101 102 98 91 87 91 88 102 99 44%

美国会员年度到店天数
47% 44%

89

13%
22% 10% 12%

12%
20% 10% 11%

13%
18% 10% 15%
xx 52~ 25~51

2008
会员平均到店率

2009

2010

2011
消费者平均到店率

2012

2010

2011

2012
12~24 1~11

THE LOW BUDGET BUSINESS MODEL IS BASED ON A PARADOXE
低价俱乐部的 商业模式是一 个悖论
THE PARADOXE
To have as many members as possible paying a monthly fee to club and in the same time: To have as few members as possible visiting the club on a regular basis.

悖论 尽可能多地招收会员到一家店面,同时希 These clubs are not made to accommodate 望会员尽可能少地来店定期锻炼. all their members, they know this, they bank on this ….. this is not honest business for the 俱乐部不可能承载所有会员,老板知道,他们 fitness industry. 靠这个盈利,这不是健身行业内诚实是模 式. Which business could be based on the fact that their customers will not come very often 哪个服务场所是靠他们的顾客不经常来而 to make their business possible? 成功的?

We are a stagnating industry and we have started to turn into ourselves - We are fighting for the same customers (segmentation) instead of innovating to attract new ones我们的行业停止不前, 并且只是彼此竞争- 争取相同的客户, 而不是通过创新而吸引新人加入。

US: 15 millions new members join every year, 12 millions leave… 美国每年1500万人加入俱乐部,1200万 人离开…

AS WITH EVERY OTHER INDUSTRY, THE LOW-COST GYM SECTOR IS GAINING MOMENTUM 像其他行业一样, 低价俱乐部更具发展势头

?

?AND GAINING MARKET SHARE 快速获得市场份额

Planet Fitness USA – 268 centers in 2008 = 600+ at end of 2012 = $10.00 to $19.99 for a Black card 7 of the leading German fitness brands operate in the low-cost segment comprising 54% of all members McFit Germany – the largest fitness chain in Germany with 140+ centers and 1m+ members (7,200 members per center) UK – in 2013 started with more than 150 low-cost centers and should rise to 225 by end of 2013 Planet Fitness 美国 –在2008年 = 268 家分店 , 在2012年底 = 600+ 分店。价格 $10.00 to $19.99 获得 一张会员卡 7家德国低价俱乐部拥有市场上 54%的会员数量。 德国的McFit – 德国最大的俱乐部 140+ 俱乐部and 超1百万+会员(每 家店7200+会员

?

RAPIDLY

?

?

?

? ?
Structure of German gym market – leading 17 brands (by membership)

?

德国俱乐部市场17大领先品牌(会籍数量)

英国 – 2013初年有超过150家低价 健身俱乐部,2013年底应该超过 225家

低价俱乐部 正在改变行 业面貌

LOW-COST GYMS ARE CHANGING THE FACE OF THE INDUSTRY?

MYTH 1 误解1
A LOW-BUDGET STRATEGY IS NOT ONLY ABOUT PRICING 低价俱乐部策略部仅仅是低价

MYTH 2误解2

BEING A LOW-BUDGET BUSINESS DOESN’T MEAN BEING INFERIOR低价不等 于低质量

THE BOTTOM LINE IS底线是
… the budget model is radically different to a mid-market fitness facility that would drop price and cut back on services.

It is an all-embracing organizational philosophy.低价俱乐部的模式根 本就不是中等降价加减少服务.它是一种世间通用的组织理论.

6 CHARACTERISTICS 6 个特征
TO CREATE A NEW AND EXCITING CONSUMER PROPOSITION THAT FUNDAMENTALLY ‘DISRUPTS’ THE RULES UPON WHICH THE INDUSTRY WAS FIRST BUILT

低价俱乐 部的定义

SELF-SERVICE OPERATING PHILOSOPHY

自助服务体 系

SCOPE TO OPERATE 24 HOURS

DEFINITI ON OF LOW-COST GYM

MINIMUM 50% LOWER THAN THE AVERAGE INDUSTRY PRICE POINT

比行业平均 价格低50%

24小时经营

HEAVY TECHNOLOGY AND WEB USE

大量使用科 技和网络
CAPABILITY TO OPERATE ENTIRE CLUB WITH SINGLE PERSON GYM-LED PROPOSITION

可以一个人运营俱乐 部的能力

健身区为主导

And structured both their customer offering and business systems to meet those needs…

通过构建客户服务和商业系 统来满足这些需求

SUCCESSFUL LOW-COST GYMS HAVE IDENTIFIED UNMET NEEDS WITHIN THE POPULATION OF POTENTIAL MEMBERS 成功的低价俱乐部发现了人群 中潜在客户的需要——那些未 被满足的需要

6 UNDERLYING CONSUMER DRIVERS BEHIND THE LOWCOST SECTOR
传统俱乐部 底下的会员 出勤率
SPORADIC ATTENDANCE TO LEGACY CLUBS

6 低价俱乐部消费者 潜在驱动因素
DIGITAL INFRASTRUCTURE

数字科技 为基础架 构
简单

SIMPLICITY

消费者对传 统俱乐部的 不满

CONSUMER SENTIMENT TOWARDS LEGACY CLUBS

MARKET DRIVERS FOR A LOW-COST GYM
AFFORDABILITY

可负担性 便宜

CHANGING CONSUMER

改变着的消 费者

AS WITH MANY OTHER INDUSTRIES, THE ‘MIDDLE MARKET’ IS UNDER ATTACK FROM BOTH THE LOW-COST AND PREMIUM SEGMENTS?
就像其他行业一样中等俱乐部 被低价和高端商业模式两面夹 击

UNSATISFIED MEMBERS CAN GO ONE OF THREE WAYS? 不满意的会员要可以做出 的三个选择?
BUDGET GYM 低价俱乐部
They’ll pay less for less service because at least then they’re not being ‘overcharged’ 他们花更少少的钱,享受更 少的服务。这样起码不会被 “宰”

?

YOUR CLUB? MICRO-GYM/ OFFER工 你的俱乐部 PREMIUM 作室/高端店
They drop out of our industry altogether 他一同离开俱乐部这个行业 They’ll pay more in the hope that this club might actually provide something that delivers on its promise 他们花更多的钱,希望获得应 该获得的服务

?

THE MIDDLE-MARKET 中等市场被挤压
2010 AVERAGE MONTHLY MEMBERSHIP FEE YEAR年
$100+ PER MONTH

2015

ILLUSTRATIVE MARKET STRUCTURE AT 2015 SOME CLUBS ATTEMPT TO REPOSITION TO PREMIUM SERVICE

PREMIUM

$25 - $99 PER MONTH MID-MARKET
SOME CLOSE, SOME SELL

$20 PER MONTH LOW COST

SOME CONVERT TO LOW-COST CLUBS

MARKET POSITION

中等市场
2010 到
每月超100美元

2015

2015年的市场 结构说明

高端

平均每月会员费

有些俱乐部会 尝试回到高端 服务

25-99美元

中等

有些倒闭 有些出售

20美元

低价

有些转为低价

市场定位

MICRO-GYMS ARE GAINING MASSIVE MOMEMTUM QUICKLY, DEPSITE THEIR HIGH PRICES?. 尽管价格昂贵,精品工作室

?

的势头十分迅猛
CROSSFIT 9,000 clubs – $200+ per month ORANGE THEORY $23 per class/$159 per month SOULCYCLE $34 per class CROSSFIT 9,000店– 会费每月超200美元

PURE BARRE $295 per month ORANGE THEORY 每节课23美元/159 美元每个月 SOULCYCLE 每节课34美元 PURE BARRE 每个月259美元

WHAT DRIVES PEOPLE INTO FITNESS FACILITIES什么让人们进入健身场所
GREAT ATMOSPHERE MY FRIENDS GO THERE

是人们到店的第一 原因(50%)

50%

‘LOCATION’
is the number one driver why people attend their current fitness facility (50%)

GREAT FITNESS CLASSES TO MUSIC

‘位置’

GREAT EQUIPMENT

‘非常棒的健身课’ 位列第二
这因素对于俱乐部来说是可控制的.

'AFFORDABLE' and they 'OFFER A GOOD DEAL'
OTHER KEY DRIVERS INCLUDE

1
When asked what is the single main reason for why people attend their current fitness facility ‘LOCATION’ remained at number one however

only rank as the 6th and 11th drivers respectively.

Operators need to shift focus towards value versus price/discounting.

‘GREAT FITNESS CLASSES’ ranked at NUMBER 2
and represents the largest controllable factor for operators to drive more people into facilities.

‘负担得起和 ’比较划算‘

只排在第6和第11
俱乐部老板需要把重点从打折和低价上 转移.

FOCUS ON THIS TO CREATE SYNERGIES WITH OTHER DRIVERS

i.e. 'GREAT ATMOSPHERE’ AND ’MY FRIENDS GO THERE‘.

MICRO-GYMS ARE EXTREMELY POPULAR WITH THE NEW GENERATION OF CUSTOMERS… THE MILLENNIALS 对于85后,90后00后而言,精品工 作室很有吸引力
They are from typical multi-purpose fitness centers…他们正在从传统,多用 途健身房中离开…
NIELSEN 2013: ‘Preferred exercise spaces are shifting. Large multi-purpose gym/fitness center/health clubs are losing market share quickly to new business models, in particular micro-gyms. SMALL BOUTIQUE GYMS with a single activity are now the 2nd most popular venue for; fitness classes to music indoors, group training indoors and working out with a personal trainer.

尼尔森公司2013统计: ‘收欢迎的健身场所正在变化. 大型 多功能健身房、健身中心正在失去市场,客户正走进微 型健身房和精品工作室
从事单项课程的小型精品健身房现在是第二收欢迎的健 身场所;在室内从事舞蹈、小组私教、私人教练培训

Micro-gyms are considered cooler and often also offer a better experience. Millennials crave authenticity in their workout and want to be with likeminded people. Purpose-driven, dedicated types of spaces are best suited to achieve those things…精品工作室被认为更 酷,通常提供更好的体验. 85后90后们渴望健身真实有效,也 喜欢和同样的人待在一起. 拥有极强目的性的专项空间,非常 能够满足他们的需要…

‘I have heard friends say “now that I know about cross fit, I will never go to the gym again” – these friends are ex-gym junkies as well. I reckon the big box is a dying industry’

‘我听到朋友说他们试过CrossFit以后就不想 去健身房了。这些朋友原来都是健身狂。他 们觉得大型俱乐部正走向死亡’

、高能量的健身体验, 这种感受适合各种人群 CrossFit has built powerful, hardcore workout experiences, ranging in feel from ‘elite’ to ‘grunge’…

39

42

SOUL CYCLE IS DELIVERING HUGE RETURNS
SOUL CYCLE 正在享受丰厚的回报
SoulCycle Union Square (NYC) example

Facility size
Avg. classes per week No. bikes per class We estimate a top end Soul Cycle does $2-3m EBITDA on a $0.51m initial investment 我们预估一家店 一年成本为2-3百 万,前期投入为1 百万美元 Avg. price per class Estimated utilization Implied annual revenue 年收入

2,800 sq ft
87 57 $30* 65%** $5.03m

Boutiques are much smaller and therefore much cheaper to establish than full service clubs店面小所以成 本低,相对于一般俱乐部花销小 Compelling experience enables boutiques to charge high prices and achieve high utilization even on a payper-use model课程体验很好所以它可 以高收费,即使按次付费也有高出 勤率

$503万美元

* SoulCycle charge $34 for a single class in NYC or offer various packages ranging from $165 for 5 classes to $850 for 30 classes. This figure does not include additional revenue from shoe hire, apparel sales etc. ** This figure is likely conservative - for example, in the week 13-19 August 2013 the Union Square studio averaged 70% utiliization.

DEFINING CHARACTERISTICS OF BOUTIQUE CLUBS 精品健身工作室的特征 Authentic, refined studio environments
Distinctive brand and clear consumer proposition明显的品白,清晰的客户定位 纯正的精炼工作室环境

Social “experience” based exclusively around GX or Team Training通过团操和小组提供独特 的社交性

Premium and flexible pricing 高端而灵活的定价

THEY TELL A NEW STORY... THEY ARE DISRUPTIVE他们在 写下新的故事,他们具有破 坏性

运动 战士 摇滚明星 传奇 叛徒

ATHLETE

LEGEND
RENEGADE

WARRIOR

ROCKSTAR
SOULCYCLE

GROWTH OF BOUTIQUE CLUBS IS LIKELY TO CONTINUE 精品工作室将会继续增长,在美国快速发展
Micro-gyms have rapidly built strong positions in the US market… … and have ambitious expansion plans …
“…currently own and operate 14 locations nationwide, with plans to open 50 to 60 studios worldwide by 2015…” - Julie Rice, SoulCycle Founder, Mar ‘13

“Since starting the concept in 2010, Orange Theory has awarded 135 franchise locations in the US and Canada…rapidly escalating growth includes 39 franchises awarded in the past 60 days” - Orange Theory press release, May ‘13

“…if you’re reading this in Britain and wondering when you too can shed excess pounds with SoulCycle – it’ll be coming to London in 2014” - The Guardian, Mar ‘13

THE REALITY 事实

Existing clubs unable or unwilling to re-invent themselves will progressively look poor value, out-of-touch and ultimately irrelevant不愿意或者无能力革新自己的俱乐部 将会越发显得过时,落伍,最终被淘汰

47

THE WORLD IS
CHANGING世界 在变化

ARE YOU?你呢?

Competitive industries are evolving faster than we do - Gyms are facing completely new types of competition such as outdoor bootcamp- style fitness groups and in-house solutions such as WII and add entertainment and social connection to exercise具备竞争力的行业精华速度快于我们 - 健身房面临全新形式的竞争,户外训练营式健身课,家用游戏机增添体感、互动、社交 功能

CUSTOMERS ARE CHANGING?.ARE YOU READY FOR THE MILLENNIALS? 消费者在变化?.面 对新人类你准备好了 吗?

THE MILLENNIALS 千禧一代80后-90后

? The biggest generation ever ? USA: 98 M; 20 M bigger than Boomers ? 50% of the world’s population, including 25% of the entire USA population, is under 25 years of age Nielsen 2013 ? 81% of Millennials (aged 18 to 34) exercise or would like to (vs. only 61% of Boomers) ? 76% of regular exercisers are Millennials ? Half of the exercisers doing gym-type activities are Millennials.

20% have no
interest in exercising

45%
exercise regularly

20% 45% 36%

36% are not currently exercising to
keep fit and healthy but would like to;

千禧一代-80后-90后

? 人数最多的一代 ? 美国: 98 00万; 比60后70后多200万 ? 世界人口总数的50% ? 美国人口的25%低于25岁 Nielsen 2013 ? 81% of 千禧一代(18 到34岁) 锻炼或者想锻炼 (60后-70后中只有61%) ? 76% 的定期锻炼者是 千禧一代 ? 做健身房式运动的锻炼者中一半是千禧一代.

20% 无兴趣 锻炼

45% 定 期锻炼

20% 45% 36%

36% 现在没有,但是希望 锻炼;

‘MILLENNIALS DOMINATE ALL FITNESS ACTIVITIES FROM FAR.

46%
39%

18-34 years
30% 27% 24% 19% 20% 15% 10% 5% 5% 11% 8% 7% 7% 6% 16% 13% 10% 10% 5% 4% 3% 1% FITNESS CLASS ACTIVITIES* GROUP TRAINING INDOORS FITNESS CLASSES TO MUSIC INDOORS YOGA PILATES DANCE WORK OUT WITH PT 12% 12% 20% 20% 16% 12% 13% 24% 30%

35-54 years 55+ years

FREE WEIGHT

WEIGHT MACHIN E

CARDIO MACHINES

BOXING

* Fitness class activities defined as 'Group training – indoors' OR 'Fitness classes to music – indoors' OR 'Dance' OR 'Yoga' or 'Pilates'

千禧一代统治着所有是团体健身项目.

46%
39%

18-34 岁
30% 27% 24% 19% 20% 15% 10% 5% 5% 11% 8% 7% 7% 6% 16% 13% 10% 10% 5% 4% 3% 1% 健身课程* 室内小组 私教 音乐健身 瑜伽 普拉提 舞蹈 私教 12% 12% 20% 20% 16% 12% 13% 24% 30%

35-54 岁 55+ 岁

自由力 量

力量器 械

有氧

拳击

'

‘千禧一代才是目标市场 (年龄更大的人更难获得,不喜欢健身房的运动). 健身房针对这一代开发产品,开展营销可以获得很好回报 。 Nielsen 2013

‘The Millennials, are the target market (despite all the commentary around ‘Baby Boomers’, who are a tougher market to reach and less-likely to consider gym-type activities). Operators will benefit by re-engineering their overall value proposition, sales and marketing messaging and initiatives towards them’ Nielsen 2013

SO, WHAT TO DO?该做什么?
What is the strategic response to these new competitors? Taking the price down??

对新竞争者有什么 策略回应? 降价??

NO!不

NO ONE WINS IN A PRICE WAR? RATHER, THE PARTICIPANTS MERELY SURVIVE.价格战中没人获胜 留下来的人仅仅是幸存

哈佛商业评论– 对抗低价竞争者的策略 Harvard Business Review – Strategies to Fight Low-cost Rivals

When market leaders do respond to a low-budget competitor threat, they often set off price wars, hurting themselves more than the challengers.市场领导者回应低价 竞争者的威胁时往往会发生价格 战,这对自己的伤害大于新来的 挑战者.

MAKE MAJOR STRATEGIC AND OPERATIONA L CHANGES. 做出策略和 运营方式的 重大调整.

Taking on a low-price competitor and competing against a truly disruptive business requires a careful rethinking of how your business operates and to fundamentally rethink and challenge your business model. Rethink how you engage and communicate with members and clients. The changes required may not be for the faint of heart, but they’re better than the alternative.面对低价竞争者和破坏性的对手需要仔细的思考如果革新你 的商业运营和根本上重新思考和调战你的商业模式. 重新思考如何与你的会员融合、沟通。改变并不一定是因为害怕.
Harvard Business Review – Strategies to Fight Low-cost Rivals

1
CHANGE FOCUS FROM SELLING TO ACHIEVING ULTIMATE MEMBER ENGAGEMENT AND ATTENDANCE将重点 从销售改为融合会 员和增加出勤率

? Growing club attendance and average attendance per member per week should be your #1 KPIs. 会员每天一集每周的平 均出勤率应该是你最需 要在意的关键指数.

2 REVIEW AND RETHINK YOUR VALUE PROPOSITION 回顾并重新思 考的价值观主 张

To compete, you need to get the customer to value your product more than the competition’s, regardless of the price… Challenge what you currently do and consider new options…What do people want? What do they value?

What is it that we don’t provide them with which led them to leave our facilities after just a few weeks? How can we motivate them to come more often and stay longer?
在竞争中你需要让自己的会员更在乎你提供的价值,远超竞争 者, 无论价格怎样… 审视你日常行为,重新思考一个定位…人们 想要什么?他们更在乎什么?我们没能满足人们的哪些需要? 从而让他们来俱乐部几周后就离开了?我们如何让他们子啊俱 乐部留的更久?更常出现在俱乐部?

WHAT DO PEOPLE WANT? 人们想要什么?
1.Results, guidance and MOTIVATION 效果, 指导 和激励 2.Millennials want fitness experiences that delivers on: 千禧一代们希望健身时获得以下体验:
愉悦 方便

Why do they exercise? Results and Health. 为什么健身?结果与健康

'GETTING/STAYING IN SHAPE’ 塑形或者保持身材’'

GETTING AND MAINTAINING HEALTH获得并 保持健康

有挑战性

放松 / 平静

33%

FUN

20%

CONVENIENT

17%

CHALLENGING

16%

CALM / RELAXING

WHAT DO PEOPLE WANT? 人们想要什么?
3. PROPOSE AND PROMOTE ? Social and assisted – GX, Team Training, Personal Training, 10-minute workouts on gym floor ? Weights/HIIT ? Dance ? Yoga 4. BE MUCH QUICKER TO INNOVATE Position yourself as a pioneer for fitness… 3. 提出与推广 ? 社交与辅助– 团操, 小组私教, 私教, 10-分钟的健身房训练 ? 力量/HIIT 高强度间歇性训练 ? 舞蹈 ? 瑜伽 4. 在创新上要更加迅速 将自己定位成健身业先锋…

SEE YOU

INSERT GRIT VIDEO

INSERT LM VIRTUAL VIDEO

PLAY IMMERSIVE VIDEO FROM PARIS?

3

RUN MICROBUSINESSE S INSIDE YOUR BUSINESS 在你的企 业内运行 一个微型 企业

Club within the club
? Manage each part of your offer as a stand-alone one ? A to Z authenticity ? 俱乐部内的俱乐部 ? 把你提供每个服务都当做一 个公司来运作 ? A 到 Z 可靠性

75

4
HARNESS TECHNOLOGY AND SOCIAL MEDIA利用科 技与社交媒 体

? ?

Your consumers do!你的客户都这么做。 Automatize what you can – ie the part of the consumer proposition that provides low levels of value ie can people buy and book for a class on line? Can they access the club checking in with their phone instead of using a card?

How can you bring additional value to members using technology and social media?尽可能的自动化–会员能够在线购买会籍并 且预定课程吗?

会员可以使用手机进入俱乐部吗?
如何使用科技和社交媒体为顾客提供附加值?

5 EVALUATING YOUR OWN PRICES AND REVIEWING YOUR MEMBERSHIP OPTIONS评估你 自己的几个并 且回顾你的会 籍选项

This is not about taking your prices down…这 不是让你降价
Come up with a pricing strategy that offers: ? Real value for money to members – can customers explain why you are more expensive and do they agree with you? ? Flexibility options, no commitment option
– Pay per session – Concession cards – Month per month

Customized solutions; No ‘on size fits all’推出一个 价格策略,它包含:1让会员花钱换取真正有价 值的服务– 会员可以理解为什么你的服务更贵, 并且认同你提出的原因?2灵活的选项, 较为随意 的选项:按次付费、特权卡 ? 定制化服务,没有适合所有人的方案

6 MARKETING: 6 COMMUNICATE DIFFERENTLY 市场营销: 不同的沟 通方式
? Less conservative, more provocative, funny and disruptive marketing campaign ? A safe and conservative approach won’t work!不 需要太保守, 更具刺激 性,有趣 、具有破坏性 的宣传和广告。 ? 安全保守的策略没有用 的!

1

Meet Mike认识一下麦克

RE-INVENTING OURSELVES再 创造自我
As an industry, we need to keep innovating to find more ways to attract new customers into exercise facilities and to increase members’ engagement.作为一个 行业我们要保持创新,找到更多 的方式去吸引客户加入健身场所 并且提升会员投入度 It critical to keep the industry fresh, relevant and competitive in the decades ahead as competition increases, populations change, technology and medicine redefine what is possible.在未来数十年内, 竞争加剧、科技和医疗重新定义 可能性。保持行业新潮、具备竞 争性时很重要的,

LOVING MAKES YOU FEEL HAPPY! MAKE PEOPLE HAPPY, AND THEY WILL RETURN YOUR LOVE !爱使你快乐! 让人们快乐 他们将回馈给你



? Christophe Andanson ? christophe@planet-fitness.com ? +33 6 60 34 86 77


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