Health club loyalty in the new economy

Imke Schuller of Kantar Futures reports on health club loyalty in the new economy

The world’s biggest provider of accommodation does not own a single hotel room: AirBnB. The biggest taxi company does not own a single taxi: Uber. The biggest media company does not own any content: Facebook. The world around us is changing rapidly, giving rise to new business models.

The health club industry is no exception. Increasingly sedentary lives and convenient food solutions are leading to a steady rise in obesity; it’s no surprise that health and wellbeing are increasingly heading to the top of the agenda – for the government, businesses and individuals.

Separately, people’s lives are becoming more fluid and flexible, so there’s a need for on-demand solutions in the health and fitness space. Anytime, anywhere. Consumers’ expectations are shifting, and digital technology is enabling this change.

Meanwhile the continued slow growth of the UK (and global) economy is challenging the current business model of the health club industry – particularly the squeezed, often undifferentiated, middle. To be successful in the 21st century, health clubs will need to rethink the way they engage with customers, the way they recruit new users – and ultimately, the way they do business.

This article originally appeared in Health Club Management. Click here to view the article in its entirety.

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