Clubs of any type or size, and whether or not they are a customer, can participate at no charge and on a confidential basis in the Les Mills “Scoreboard,” to get a relative reading on their performance and see how they rank among other similar facilities.
Global fitness company Les Mills has released findings from a worldwide metrics survey undertaken during February 2011 among clubs that offer group fitness classes. The survey, called Scoreboard, was designed to gather and measure accurate group fitness attendance data so the findings could be used as benchmarks, and to also help clubs set goals for their group fitness programs.
Les Mills intends to continue the survey on a quarterly basis, to ensure clubs can easily track their attendance and progress. The next survey, to be conducted during the week of May 30 to June 5, involves a simple, week-long process of counting people who come through the door of a fitness facility, regardless of its type and size. Participation in the survey is open to all clubs worldwide and in registering (at www.lesmills.com/scoreboard), clubs can choose to keep their data confidential. Facilities do not have to use Les Mills programming or services to be able to participate in the survey.
In return, survey participants will receive attendance and performance data in an easy-to-use format, as well as their club ranking both in relation to global participants and facilities of a similar size.
“This is a great opportunity for clubs around the world to be part of a survey that will impact the direction of our industry,” said Phillip Mills, Chief Executive Officer of Les Mills International. “For all clubs, regardless of their size or whether they use [our] programming, participating in Scoreboard can give them insight into their own operations and help the entire fitness industry perform better. The rankings not only give clubs a real understanding of where they’re sitting on a global scale, but also what is achievable—both as a ‘stretch’ goal and in comparison to other clubs with similar membership numbers.
“Attendance is a critical measure that we’re currently lacking awareness of as a group exercise industry, yet it’s vital to have data if we’re to learn and grow,” Mills added. “Les Mills has undertaken Scoreboard to ensure there is really good insight into trends, but also so we can help clubs see what is truly possible.”
Attendance is the key metric in the wider club and fitness industry, but one of the least measured, with many club owners tending to concentrate on profit and membership, Mills added. While those measures remain important, he said, “attendance is ultimately the biggest driver of membership, customer engagement and profit, and as such, it’s our biggest indicator—and risk—to financial success.”
The initial research, which primarily included large public fitness facilities and a high percentage of Les Mills customers, included these findings:
• Of the 1,200 clubs that participated in the survey, the average club has 676 group fitness attendances per week, with the top 20 clubs having an average of 3,880 attendances and the top 10 attracting 4,656 weekly attendances on average.
• On average, among the surveyed clubs, group exercise makes up 33% of club attendance. In the top-performing club, the percentage for group attendance was 57%. Generally speaking, Les Mills said, 30% group fitness attendance is considered a high proportion in the industry, with the norm commonly considered to be in the 10% to 20% range.
• Just five program genres comprised 75% of group exercise attendance every week. In order of market share, these included strength and weights, cycling, mind and body, dance, and martial arts programming.
Les Mills believes the real value of the data will come from looking at the opportunities presented by the survey finding.
“We have an industry average of 676 attendances a week, but clubs like The Edge in the U.S. (a Connecticut-based health club chain) attract 4,134 attendances every week,” Mills noted. “That’s a huge gap, and it’s not just about membership size. For Maggiafitness in Latin America, 67 percent of their visits come from group exercise, and they’re attracting 1,750 visits a week, from a membership base of just 1000.”
The initial Scoreboard findings mirrored other industry research about the impact of group fitness on club growth and profitability, Mills said. “Nearly 40% of people cite group fitness as the biggest influence in how long they stay a member of a club,” he noted, “and we know that satisfied group fitness members refer people three times more than other club members.
“Prior research also shows that group exercise classes and facilities are one of the biggest drivers for consumers choosing to join or use a health or fitness club or facility, with some 60% of people rating it as the most important factor,” Mills added. “We also know that just one extra visit per week from each member can increase retention by around 3%, and that group fitness member retention rates are higher, on average, than for other members.
“There is absolutely a commercial connection between group fitness and long-term, profitable clubs,” Mills stated.
The survey’s initial results, Mills concluded, prove that a new business model is needed for any fitness operation of any type or size—one that focuses on getting more people through the club door more often. Scheduling group exercise is a key way to increase attendance and engagement, and the bottom line, he said.
“We have to focus on giving members what they want, and not just on designing timetables around instructor availability, which is so common across our industry,” said Mills. “Above everything, tracking attendance gives you transparency, so you can ensure you’re providing the most popular formats and giving instructors the time they deserve, and driving customer demand as a result.”
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