Now the UK fitness industry finally has a date that we can come out of lockdown, it’s a good time to reflect on the past few weeks, months, and even years.
There’s been a lot of rhetoric, debate, and disbelief that it’s taken so long for the UK government to allow gyms to re-open (in England, at least). Particularly when pubs opened before gyms. As the fitness industry, we see ourselves as part of the solution, but it shows that we are in our own bubble.
If we’re talking about fitness, people have managed without gyms and leisure centres over the last few months. There are many other ways of keeping fit, as many fitness enthusiasts and newcomers have found. [There are other ways of enjoying a pint or glass of wine, but let’s leave that for now]. Gym memberships only cater for 15% of the population, and unless we change our message, mission, or purpose, this is unlikely to change.
The FIA became ukactive
The Fitness Industry Association rebranded to ukactive in 2012. The mission changed to “more people, more active, more often”. Not fitness. I am sure there was lots of talk about health in the rebrand meetings, but the NHS already had that covered. Unfortunately, the industry didn’t change with the rebrand, or even as a result of the London Olympics.
We need to talk more about health clubs, less about gyms.
We need to support people’s active habits, through digital solutions. These should be delivered by health clubs, and demonstrate health outcomes for members, whether in clubs, or through remote memberships.
Gyms (the buildings) are not the answer.
Clubs (where like-minded people come together for a common cause) are the way forward.
Who are we appealing to?
The fitness industry has always appealed to, and marketed to, the fitness enthusiast. It is the easy win. We preach to the converted, and then love it when they agree with us and strengthen our bubble.
Budget clubs supposedly opened the market to more people, but actually served members who [think they] know what they want, or simply don’t want to be disturbed when training. Put simply, they’re big fitness spaces filled with kit and a self-service attitude. Don’t get me wrong, I think they’re great, and we’ve learnt a lot from them, but they’ve not helped us to change.
Boutique clubs are thought of as being the opposite, in a service sense. But boutiques are hyper-focused on the fitness enthusiast. It’s an exciting sector... if you’re really into fitness. But if you’re new to fitness or just looking to improve your health, some boutique clubs are intimidating. It’s unsurprising that the fitness industry loves boutiques, but they’re taking the industry even further into our bubble.
Public & Independent Clubs are the key
As an industry (the health and fitness industry) we have a massive opportunity now. The opportunity is to change our spots. To support people with their activity, motivation, and health measures. We need to stop appealing to the enthusiasts, who will be queuing to get in on 25th July regardless. The digital solutions developed over the last few months are a big key to this. I believe that the public and independent health club sectors will be the best placed to deliver this support to more people, due to their reach and customer service ethos. They also care more, understand their members, and are in business to serve people first, and make profits second.
Both public and independent clubs are going to need lots of help, both financially and with policy, systems, and strategy guidelines. ukactive’s role will be even more crucial over the next few months. I think it’s brilliant that they’re putting together an Independent Operators Group. This will be a huge benefit to operators in bringing together thought leaders and best practice, and increasing representation of the UK industry.
Moving forward
The public needs health and fitness now more than ever. They are also more interested in health and fitness now than ever before. Most of them couldn’t care less that ‘gyms’ are re-opening on 25th of July. But many people need support with their health and fitness.
If you can deliver this support, and charge for it, you stand a better chance of still being in business in 6-12 months’ time. What’s more, you’ll be helping our fantastic industry into a new era, and beyond 15% penetration.
Although I’ve been in the industry for over 10 years now, I still try to think as an outsider. I don’t have the experience of starting as a lifeguard and working my way up, but I think that helps me to see things differently or question the status quo more.
I appreciate some of the views above might be controversial, but would welcome any comments you have, especially if it can help a healthy debate. Please let me know what you think…
No comments:
Post a Comment