WHERE DO
THE SPORTS CENTERS' EX-CLIENTS GO?
Research Sponsor
Institutions involved in the research
2
WHERE DO THE SPORTS CENTERS’ EX-CLIENTS GO?
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Fundación Vida Activa Saludable/Matrix
INDEX
Presentation of the Project ................................................................................................................................................................................................................................................................ 3 Universe and Sample .....................................................................................................................................................................................................................................................................................4 Characteristics of the Sector's Sample .................................................................................................................................................................................................................. 5 ◗ Profile of the Sample ................................................................................................................................................................................................................................................................................6 ◗ Occupation of the Sample ...............................................................................................................................................................................................................................................................7 ◗ Frequency of Weekly Use ................................................................................................................................................................................................................................................................8 ◗ Evolution of Dropouts by Type of Activity ................................................................................................................................................................................ ........... ..9 ◗ Emotions Experienced When Training in the Center .............................................................................................................................................................. 11 ◗ Dropout Causes in the Sports Center ...... ................................................................................................................................................................................................13 ◗ Fixed-Term Contracts ............................................................................................................................................................................................................... 17 4. Research Improvement Proposals ........................................................................................................................................................................................ .......................................... 19 ◗ Improvement Proposals by Type of Fee ............................................................................................................................................................................................................ 20 5. Net Promoter Score (NPS) and Customer Effort Score (CES) of the Research .........................................................................22 ◗ Net Promoter Score (NPS) by Type of Ex-clients' Fee .........................................................................................................................................23 ◗ Net Promoter Score (NPS) by Level of Satisfaction of Ex-clients' Expectations ....................................................................24 ◗ Customer Effort Score (CES) by Type of Ex-clients' Fee ......................................................................................................................................... 25 ◗ Customer Effort Score (CES) by Level of Satisfaction of Ex-clients' Expectations ............................................................26 6. Previous Experience in Sports Centers .......................................................................................................................................................................................................... 27 7. Level of Satisfaction of Ex-clients' Expectations ................................................................................................................................................................... 28 8. Ex-Clients' Behaviour After Dropping Out ......................................................................................................................................................................... 29 ◗ Ex-Clients' Behaviour After Dropping Out by Type of Ex-clients' Fee .................................................................................................................30 ◗ Ex-Clients' Behaviour After Dropping Out by Level of Satisfaction of Ex-clients' Expectations ...................................31 ◗ Ex-Clients' Behaviour After Dropping Out by Previous Experience ............................................................................................................. ... 32 9. Conclusions ........................................................................................................................................................................................................................................................................................................ 35 10. Our Recommendations for Improvement .......................................................................................................................................................................................................... 37 1. 2. 3.
Grupo IGOID de la Universidad de Castilla-La Mancha, Optimización Costes y Procesos
WHERE DO THE SPORTS CENTERS’ EX-CLIENTS GO?
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PRESENTATION OF THE
PROJECT
Leonor Gallardo Guerrero
Director of Group IGOID
Lucas E. Peñas
Partner Director at Optimización Costes y Procesos
Sergio Rodríguez Cañamero
Coordinator of Projects at Optimización Costes y Procesos; Researcher in Group IGOID
The concept of physical activity has evolved during recent years towards healthy activity for everyone focused on the improvement of the quality of life. Therefore, with the aim of preventing ex-clients from readopting old sedentary lifestyles, we express the necessity of studying the reasons why these people decide to drop out the program, as well as their future behavior. Thus, we will provide not only a solution for the dropouts but also tools to prevent the ex-clients from losing their active and healthy daily habits The Group IGOID and the consulting company Optimización Costes y Procesos (OCP) have carried out the research: “Where do the sports centers' ex-clients go?” for the Foundation Vida Activa y Saludable with the sponsorship of the company Matrix. An analysis about new habits after leaving the sports center with the main aim of studying the behavior and the level of sports practice of the fitness centers’ ex-clients. In this way, we continue with the research line focused on generating knowledge about the motivations of Sports Centers' clients with the objective of decreasing the dropouts, which started with the project: “Bajas de clientes en centros deportivos Matrix 2013-2014” ("Clients' dropouts in sports centers Matrix 2013-2014"). Moreover, the Group IGOID, the consulting company Optimización Costes y Procesos, the Vida Activa y Saludable Foundation and the company Matrix contribute to establish the basis for the promotion of the research, development and innovation (R&D) in the area of sport and health. For the collection of the data used in this research a self-administered questionnaire was created online through the platform Canal Escucha Clientes®. The ex-clients of the sports centers that participated in the study received an individual email, in which the characteristics of the project were described, and a manual for the correct participation was attached. The questionnaires were answered anonymously.
Grupo IGOID de la Universidad de Castilla-La Mancha, Optimización Costes y Procesos
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WHERE DO THE SPORTS CENTERS’ EX-CLIENTS GO?
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Fundación Vida Activa Saludable/Matrix
14 CHAINS OF FITNESS & WELLNESS
UNIVERSE
AND SAMPLE The project was developed in 2015. 14 chains of independent Fitness & Wellness and Sports Centers, representing 106 centers of all possible types: low cost, medium, premium, independent centers, chains and franchises. No type of center was excluded from the sample. Dropouts were collected from June to November. A total number of 7863 answers was obtained from the 49.665 exclients who received the questionnaire. For that purpose, the subjects of the sample received a self-administered questionnaire through an online platform called Canal Escucha Clientes®. This questionnaire included descriptive data of the sample, the factors and causes of the dropout, questions to measure the experience during the time that they were active, as well as questions regarding their behavior once the dropout was managed.
PARTICIPATION OF 106 SPORTS CENTERS
DELIVERED TO 49.665 EX-CLIENTS
OBTAINED 7.863 ANSWERS
CENTERS PREMIUM MEDIUMD LOW COST
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December 2015
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CHARACTERISTICS OF THE
SECTOR’S SAMPLE
Premiun Gyms
5,7 %
Low Cost Gyms 53,7 %
The criteria chosen to classify the sports centers participating in this research was the type of fee of the centers: ◗ LOW COST UP TO 29€ ◗ MEDIUM UP TO 50€ ◗ PREMIUM ABOVE 50€
We highlight the number of low cost gyms in the research (53,7%), followed by medium gyms (40,6%), and finally premium gyms (5,7%).
Medium Gyms 40,6 %
Grupo IGOID de la Universidad de Castilla-La Mancha, Optimización Costes y Procesos
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December 2015
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PROFILE OF THE SAMPLE SEX
AGE Man 43 %
Above 60 3 %
Between 18-30 years 40 %
Between 46-60 years 42 %
Woman 57 %
Between 31-45 years 42 %
The sample shows that there are more women 57%, than men 43% in the research. The sample with respect to the age was very heterogeneous, having 40% between 18 and 30 years old, 42% between 31 and 45, 15% between 46 and 60 and 3% above 60.
Grupo IGOID de la Universidad de Castilla-La Mancha, Optimización Costes y Procesos
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OCCUPATION OF THE SAMPLE Active population
67
Student
20
Unemployed
8
Retired/Pre-retired
4
DK/NA
2
0
10
20
30
40
50
60
70
%
With respect to the labor status of the sample of the research, we can observe how the most common option was “Active population” with a 67%, “Student” with a 20%, “Unemployed” with a 8%, “Retired/Pre-retired” with a 4% and “Don’t’ Know / No Answer” with a 2%.
Grupo IGOID de la Universidad de Castilla-La Mancha, Optimización Costes y Procesos
WHERE DO THE SPORTS CENTERS’ EX-CLIENTS GO?
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FREQUENCY OF WEEKLY USE No answer
1
Less than once a month
2
Once a month
1
2-3 times per month
3
Once a week
6
2-3 times per week
49
4-5 times per week
36
Every day
2
0
10
20
30
40
50
%
The frequency of attendance is one of the main factors to be measured with the aim of knowing the level of adhesion that clients have in their sports centers regarding physical activity. Thus, the ex-clients were asked to indicate how often they used to go to the fitness centers in a normal month. We can observe how the majority of clients used to go 4-5 times per week (36%) and 2-3 times per week (49%).
Grupo IGOID de la Universidad de Castilla-La Mancha, Optimización Costes y Procesos
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SENIORITY IN THE CENTER 40 37
35 30
25
25 %
23
20 15 10
8
6
5
3
0 Less than a month
Between1-6 months
Between 6 months and 1 year
Between 1-3 years
More than 3 years
No Answer
With respect to the seniority or time that clients belonged actively to the sport center, we can appreciate in the results how the ex-clients were involved in the center mainly between one and six months (37%), between six months and one year (25%) and between one and three years (23%). The two options less represented in our sample were ex-clients being involved in the center less than a month (6%) and more than three years (8%).
Grupo IGOID de la Universidad de Castilla-La Mancha, Optimización Costes y Procesos
WHERE DO THE SPORTS CENTERS’ EX-CLIENTS GO?
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EVOLUTION OF DROPOUTS BY TYPE OF ACTIVITY 120 100
100
95
80 %
72 63
60
54
40
56 45
37 20
20
25
3
0 Membership
1 Month
6 Months
1 Year
3 Years
Time Low Cost
Medium
Premium
Grupo IGOID de la Universidad de Castilla-La Mancha, Optimización Costes y Procesos
WHERE DO THE SPORTS CENTERS’ EX-CLIENTS GO?
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EMOTIONS EXPERIENCED WHEN TRAINING IN THE CENTER Disappointment
7
Burden
17
Insecurity
3
Tension
4
Certainty
19
Affection
13
Exclusivity
0
Happiness
33
No answer
5
0
10
20
30
40
%
During recent years, the experiences of clients have been shown to have a higher correlation with the economic results of the companies than the satisfaction. Therefore, one of the key questions aimed to measure the emotions experienced by the clients when training in their sports centers. The results show that the main emotions were happiness with a 33%, certainty 19% and burden 17%, followed by affection 13%, disappointment 7%, tension 4%, insecurity 3% and exclusivity 0%.
Grupo IGOID de la Universidad de Castilla-La Mancha, Optimización Costes y Procesos
WHERE DO THE SPORTS CENTERS’ EX-CLIENTS GO?
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December 2015
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EMOTIONS EXPERIENCED WHEN TRAINING IN THE CENTER
HAPPINESS 33%
BURDEN 17%
+
CERTAINTY 19%
–
INSECURITY 3%
TENSION 4%
DISAPPOINTMENT 7%
Grupo IGOID de la Universidad de Castilla-La Mancha, Optimización Costes y Procesos
WHERE DO THE SPORTS CENTERS’ EX-CLIENTS GO?
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December 2015
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DROPOUT CAUSES IN THE SPORTS CENTER No answer
14
Economic reasons
4,8
Membership in other gym
4,8
Change of job
9 9 9,1
4
9,1
Moving house Vacation
13 10
Monotony
1 2,8
Lack of personal interaction
4
Health
8,5
5
Price / Quality relationship
21,7
6 1,4 1
Not achieving goals
18 18
Lack of time 4,3
Lack of motivation 0
6
5
10
15
20
25
% 2014
2015
Grupo IGOID de la Universidad de Castilla-La Mancha, Optimización Costes y Procesos
WHERE DO THE SPORTS CENTERS’ EX-CLIENTS GO?
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December 2015
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DROPOUT CAUSES IN THE SPORTS CENTER
MOVING HOUSE 13%
LACK OF TIME 18%
PRICE/QUALITY RELATIONSHIP 24,1%
LACK OF TIME 18%
VACATION 10%
MOVING HOUSE 9,1%
MOST COMMON DROPOUT CAUSES 2015
MOST COMMON DROPOUT CAUSES 2014
When comparing the dropout causes in these two researches, lack of time and moving house appear to be the most frequent causes exposed by the ex-clients. In contrast, we can see how vacation became one of the main dropout causes in the 2015 research, probably due to period of time audited (June-November 2015).
Grupo IGOID de la Universidad de Castilla-La Mancha, Optimización Costes y Procesos
WHERE DO THE SPORTS CENTERS’ EX-CLIENTS GO?
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December 2015
Fundación Vida Activa Saludable/Matrix
DROPOUT CAUSES IN THE CENTER BY TYPE OF FEE No answer
11
Economic reasons
8
8
9
8
Change of job
4
4 6
Moving house
13
9
Vacation
4
Monotony
1 1
Lack of personal interaction
1
14
11
4
1
5
Health
5
5 6
Price / Quality relationship
5
4
Not achieving goals
27
10
3
Membership in other gym
15
2 2
11
12
3
Lack of time
18
Lack of motivation
2
0
20 20
6
3
5
10
15
20
25
30
% Low Cost
Medium
Premium
Grupo IGOID de la Universidad de Castilla-La Mancha, Optimización Costes y Procesos
WHERE DO THE SPORTS CENTERS’ EX-CLIENTS GO?
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December 2015
Fundación Vida Activa Saludable/Matrix
DROPOUT CAUSES IN THE CENTER BY TYPE OF FEE
1º LACK OF TIME
2º PRICE/ QUALITY RELATIONSHIP
PREMIUM
1º LACK OF TIME
3º MOVING HOUSE
2º MOVING HOUSE
1º LACK OF TIME
3º PRICE/ QUALITY RELATIONSHIP
MEDIUM
2º MOVING HOUSE
3º VACATION
LOW COST
Grupo IGOID de la Universidad de Castilla-La Mancha, Optimización Costes y Procesos
WHERE DO THE SPORTS CENTERS’ EX-CLIENTS GO?
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December 2015
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FIXED-TERM CONTRACTS
NO ANSWER 3%
YES 31%
NO 66%
When the ex-clients were asked to answer whether the sports center’s membership registration form had pre-fixed the time they were meant to be in the center, more than 65% of the sample did not report this factor, while the 31% of the sample did know the fixed time they were meant to be registered in the center
Grupo IGOID de la Universidad de Castilla-La Mancha, Optimización Costes y Procesos
WHERE DO THE SPORTS CENTERS’ EX-CLIENTS GO?
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December 2015
Fundación Vida Activa Saludable/Matrix
SECTOR IMPROVEMENT
PROPOSALS Facilities
10
Sports equipment
5
Staff members
13
Fitness room
4
Price / Quality relationship
11
Cleanliness
5
Maintenance
4
Group classes
16
Complementary services
6
Policy of suggestions and complaints
4
Website and Social media
3
No Answer
20
0
5
10
15
20
25
%
The ex-clients were asked to suggest improvement proposals that the sports center should implement in the short-term from their perspective. Thus, the main improvement proposals provided by the exclients were: the offer of group classes (16%), staff members (16%), price/quality relationship (11%) and facilities (10%).
Grupo IGOID de la Universidad de Castilla-La Mancha, Optimización Costes y Procesos
WHERE DO THE SPORTS CENTERS’ EX-CLIENTS GO?
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RESEARCH
IMPROVEMENT PROPOSALS
GROUP CLASSES
PRICE/QUALITY RELATIONSHIP
WEBSITE AND SOCIAL MEDIA
STAFF MEMBERS
+
DEMAND
–
DEMAND
POLICY OF SUGGESTIONS AND COMPLAINTS
MAINTENANCE
FITNESS ROOM
Grupo IGOID de la Universidad de Castilla-La Mancha, Optimización Costes y Procesos
WHERE DO THE SPORTS CENTERS’ EX-CLIENTS GO?
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December 2015
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IMPROVEMENT PROPOSALS BY TYPE OF FEE
Facilities
9 10
Sports equipment
4
6
Staff members
15
10
6
Fitness room
11
6
3 4
3
Price / Quality relationship
6
Cleanliness
4
Maintenance
17
7
1
8
8
Group classes
11 19
10 10
Complementary services
18
7 4
1
Policy of suggestions and complaints Website and Social media
4
5
0
1
2
4
No answer
21
17
0
5
10
15
27
20
25
30
% Low Cost
Medium
Premium
Grupo IGOID de la Universidad de Castilla-La Mancha, Optimización Costes y Procesos
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December 2015
Fundación Vida Activa Saludable/Matrix
IMPROVEMENT PROPOSALS BY TYPE OF FEE
1º PRICE/ QUALITY RELATIONSHIP
3º GROUP CLASSES
2º MAINTENANCE
1º GROUP CLASSES
1º PRICE/ QUALITY RELATIONSHIP
2º FACILITIES
3º STAFF MEMBERS
2º STAFF MEMBERS
3º FACILITIES
4º FACILITIES
4º GROUP CLASSES
4º COMPLEMENTARY SERVICES
PREMIUM
MEDIUM
LOW COST
Grupo IGOID de la Universidad de Castilla-La Mancha, Optimización Costes y Procesos
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December 2015
Fundación Vida Activa Saludable/Matrix
NET PROMOTORE SCORE (NPS)
AND CUSTOMER EFFORT SCORE (CES) OF THE RESEARCH RESEARCH AVERAGE
NPS -6,2%
RESEARCH AVERAGE
CES 2,1%
Grupo IGOID de la Universidad de Castilla-La Mancha, Optimización Costes y Procesos
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December 2015
Fundación Vida Activa Saludable/Matrix
NET PROMOTORE SCORE (NPS) BY TYPE OF EX-CLENTS' FEE
NPS 4,4%
NPS -15,4%
PREMIUM
MEDIUM
NPS -1,5%
LOW COST
The variation on the NPS punctuation among the different fees of the participant centers show the worst value in Medium centers (-15,4%), Premium centers are the best value by their ex-customers (+4,4%).
Grupo IGOID de la Universidad de Castilla-La Mancha, Optimización Costes y Procesos
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WHERE DO THE SPORTS CENTERS’ EX-CLIENTS GO?
December 2015
Fundación Vida Activa Saludable/Matrix
NET PROMOTORE SCORE (NPS) BY LEVEL OF SATISFACTION OF EX-CLIENTS' EXPECTATIONS
NPS 72,4%
EXPECTATIONS WERE EXCEEDED
NPS -74,7%
NPS 9,5%
EXPECTATIONS WERE NOT MET
EXPECTATION WERE MET
The variation on the NPS punctuation among the centers which exceeded the ex-customers’ expectations and those which did not meet them is almost a 100%.
Grupo IGOID de la Universidad de Castilla-La Mancha, Optimización Costes y Procesos
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WHERE DO THE SPORTS CENTERS’ EX-CLIENTS GO?
December 2015
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CUSTOMER EFFORT SCORE (CES) BY TYPE OF EX-CLENTS' FEE
NPS 1,98%
NPS 2,38%
PREMIUM
MEDIUM
NPS 1,95%
LOW COST
Medium fee centers achieved the highest CES rate (negative) according to the ex-customers’ evaluation about the effort needed to interact with their sports center.
Grupo IGOID de la Universidad de Castilla-La Mancha, Optimización Costes y Procesos
26
WHERE DO THE SPORTS CENTERS’ EX-CLIENTS GO?
December 2015
Fundación Vida Activa Saludable/Matrix
CUSTOMER EFFORT SCORE (CES) BY LEVEL OF SATISFACTION OF EX-CLIENTS' EXPECTATIONS
CES 1,73%
EXPECTATIONS WERE EXCEEDED
CES 2,65%
CES 1,95%
EXPECTATIONS WERE NOT MET
EXPECTATION WERE MET
Centers that did not meet the expectations of their ex-customers obtained almost 1 extra point, (negative) in the evaluation about the effort needed to apply for an application, process or paperwork in their sports center.
Grupo IGOID de la Universidad de Castilla-La Mancha, Optimización Costes y Procesos
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WHERE DO THE SPORTS CENTERS’ EX-CLIENTS GO?
December 2015
Fundación Vida Activa Saludable/Matrix
PREVIOUS EXPERIENCE IN
SPORTS CENTERS 35
32
30 25
25 20
18
% 15 9
10 5
7
3
2
4
0 No answer
0
1
2
3
4
5
More than 5
The sample of the study was not inexpert or new since 38% of the subjects who dropped out from their centers have been previously enrolled in other two gyms and 18% of the people consulted have worked out in three gyms before joining their ex-centers. Likewise, just a 9% of the sample have not worked out previously in any other gym.
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LEVEL OF SATISFACTION OF
EX-CLIENTS' EXPECTATIONS No answer 3 %
Expectations were not met 27 %
Expectations were exceeded 13 %
Expectation were met
57 %
Regarding the level of satisfaction of ex-clients' expectations, the 27% of the centers did not met their ex-customer’s expectations, the 57% met them and the13% exceeded their ex-customer’s expectations.
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EX-CLIENTS' BEHAVIOUR
AFTER DROPPING OUT
Doing associated sport
3
Doing sport with friends
8
Running on their own
19
Enrolled in other sport center
2
Enrolled in groups of outdoor physical-activities
34
No longer performing sport
22
No answer
12
0
5
10
15
20
25
30
35
&
The activities chosen by ex-customers after dropping out from their sport center were: enrolled in other sports center 34%; quitted doing sport 22%; and began running on their own 19%. On the other hand, other activities reported by the sample were: doing sport with friends 8%, doing associated sport 3% or doing outdoor physical activities in group 2%.
Grupo IGOID de la Universidad de Castilla-La Mancha, Optimización Costes y Procesos
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WHERE DO THE SPORTS CENTERS’ EX-CLIENTS GO?
December 2015
Fundación Vida Activa Saludable/Matrix
EX-CLIENTS' BEHAVIOUR AFTER DROPPING OUT BY TYPE OF EX-CLIENTS' FEE Doing associated sport
3 3
4
8
Doing sport with friends
10
4
Running on their own Enrolled in groups of outdoor physical-activity
18
20
13 1
2 2
Enrolled in other sports center
33
37
29
No longer doing sport
24
19 20 11 11
No answer
28
0
5
10
15
20
25
30
35
40
% Low Cost
Medium
Premium
Grupo IGOID de la Universidad de Castilla-La Mancha, Optimización Costes y Procesos
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EX-CLIENTS' BEHAVIOUR AFTER DROPPING OUT BY LEVEL OF SATISFACTION OF EX-CLIENTS' EXPECTATIONS 2
Doing associated sport
3
4
Doing sport with friends
8
9 9
Running on their own
18
Enrolled in other sports center
1
22
19
2 2
Enrolled in groups of outdoor
28
physical-activity No longer doing sport 13 13
6
0
5
47
25 25
16
No answer
29
10
15
20
25
30
35
40
45
50
% Expectations were exceeded
Expectation were met
Expectations were not met
According to the results, the number of ex-customers who enrolled in a competitor increased up to 20% when the center did not meet the ex-customers’ expectations. Likewise, the number of people who quitted sports is bigger in those centers who exceeded their excustomers’ expectations (25%) or met their clients’ expectations, than those who did not satisfy them (18%).
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EX-CUSTOMER BEHAVIOUR AFTER DROPPING OUT BY LEVEL OF SATISFACTION OF EX-CLIENTS' EXPECTATIONS EXPECTATIONS WERE EXCEEDED
EXPECTATION WERE MET
1
ENROLLED IN OTHER SPORTS CENTER (28%)
1
ENROLLED IN OTHER SPORTS CENTER (29%)
2
NO LONGER DOING SPORT (25%)
2
NO LONGER DOING SPORT (25%)
3
RUNNING ON THEIR OWN (22%)
3
RUNNING ON THEIR OWN (19%)
4
DOING SPORT WITH FRIENDS (9%)
4
DOING SPORT WITH FRIENDS (9%)
EXPECTATION WERE NOT MET 1
ENROLLED IN OTHER SPORTS CENTER (29%)
2
NO LONGER DOING SPORT (25%)
3
RUNNING ON THEIR OWN (19%)
4
DOING SPORT WITH FRIENDS (9%)
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WHERE DO THE SPORTS CENTERS’ EX-CLIENTS GO?
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EX-CLIENTS' BEHAVIOUR AFTER DROPPING OUT BY PREVIOUS EXPERIENCE 3 3
Doing associated sport Doing sport with friends
8
11 21
Running on their own
19
Enrolled in groups of outdoor physical-activity
1
2
Enrolled in other sports center
20
No longer doing sport
36 32
21 11 11
No answer 0
5
10
15
20
25
30
35
40
% No previous experience
Previous experience
According to the results, when an ex-client have previous experience in the sector and manage the dropout, there is an increase of 16% in registrations in competitors’ centers. In a similar way, there is an increase of 11% in the number of ex-clients with no previous experience in the sector that quit doing sport.
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WHERE DO THE SPORTS CENTERS’ EX-CLIENTS GO?
December 2015
Fundación Vida Activa Saludable/Matrix
EX-CUSTOMER BEHAVIOUR AFTER DROPPING OUT
1º I AM ENROLLED IN ANOTHER SPORTS CENTER 37%
2º NO LONGER DOING PHYSICAL ACTIVITY 22%
3º RUNNING ON THEIR OWN 19%
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WHERE DO THE SPORTS CENTERS’ EX-CLIENTS GO?
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CONCLUSIONS
AND MAIN FINDINGS
1.
Main ex-clients behaviour after dropping out, from higher to lower importance: ◗ Enrolled in other sports center: 37% No longer doing physical activity : 22% ◗ Running on their own : 19% ◗
2.
Among ex-clients who enrolled in other sports center, there are significant differences in their behaviour after the dropping out according to the type of fee: ◗ Running on their own. Low Cost: 20% ◗ Running on their own. Premium: 13%
3.
There are significant differences among the ex-clients who dropped out according to their previous experience in other sports centers: ◗ 20% of clients who had no previous experience joined other sports center. 36% of ex-clients who had previous experience enrolled in other sports center. ◗
4.
Main reasons to drop out according to ex-clients ◗ Lack of time ◗ Moving house Holidays ◗
5.
There is an evolution about the reasons why ex-clients dropped out with respect to the 2014 research: ◗ ◗ ◗
Increase in the intention of enrolling in other sports center from 4,8% to 9%. Lack of interaction with the staff members from 2,8% to 4%. Lack of motivation from 4,3% to 6%.
Grupo IGOID de la Universidad de Castilla-La Mancha, Optimización Costes y Procesos
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WHERE DO THE SPORTS CENTERS’ EX-CLIENTS GO?
December 2015
Fundación Vida Activa Saludable/Matrix
CONCLUSIONS
AND MAIN FINDINGS
6.
Lack of time reaches an 18% among the reason why ex-clients drop out; the same number as the one found 2014.
7.
The price/quality relationship as a dropout cause still shows a 4% in Low Cost Centers, 11% in Medium Centers and 12% in Premium Centers.
8.
68% of clients drop out in the first year.
9.
Among the improvement proposals given by ex-clients, we highlight: ◗ Staff members13%. ◗ Price/Quality relationship 11%. ◗ Facilities 10%.
10. 88% of the sample who dropped out in their center, had previous experience in at least another sports center. 11. Almost 31% of the emotions experienced by ex-clients were negatives. 12. 47% of ex-clients who never met their expectations, joined a competitor's sports center.
Grupo IGOID de la Universidad de Castilla-La Mancha, Optimización Costes y Procesos
37
WHERE DO THE SPORTS CENTERS’ EX-CLIENTS GO?
December 2015
Fundación Vida Activa Saludable/Matrix
OUR RECOMMENDATIONS
FOR IMPROVEMENT
1 IN THE SPORTS CENTER EVERYONE HAS TO SELL AND FOSTER LOYALTY. THE INTERACTION AND CONTACT WITH CLIENTS IS A KEY ELEMENT.
2. INITIAL ADVICE AND MONITORING THE CLIENTS IS VITAL IN THE FIRST YEAR. MANY SPORTS CENTERS DENOTE THAT THEY LOSE THEIR CLIENTS ONCE THEY ENROLLED IN THE CENTER.
4. THE STAFF MEMBERS OF OUR CENTERS PLAY AN IMPORTANT ROLE IN THE EMOTIONS EXPERIENCED BY OUR CLIENTS. THE TRAINING OF OUR STAFF IN THESE ASPECTS IS A KEY POINT.
5. SET UP AND STRENGTHEN A RUNNING CLUB IN THE SPORTS CENTER, BUILDING UP A RELATIONSHIP BETWEEN TRAINING IN THE FITNESS ROOM AND FASTER TIMES
3. ASSESS THE CUSTOMER EXPERIENCE IN THE SPORT CENTRE. SEVERAL RESEARCHES HAVE DEMONSTRATED THAT THERE IS A DIRECT CORRELATION BETWEEN CLIENTS' EXPERIENCE AND ECONOMIC RESULTS OF THE COMPANIES. 47% OF THE RESEARCH EX-CLIENTS THAT DID NOT MEET THEIR EXPECTATIONS LEFT THEIR SPORTS CENTER.
6. HELP OUR CLIENTS TO SET GOALS IN A CHALLENGE FORMAT. THEY MUST BE ACHIEVABLE AND MOTIVATING. PROVIDE CLIENTS WITH FEEDBACK ABOUT THEIR EVOLUTION AND PROGRESS.
Grupo IGOID de la Universidad de Castilla-La Mancha, Optimización Costes y Procesos
38
WHERE DO THE SPORTS CENTERS’ EX-CLIENTS GO?
December 2015
Fundación Vida Activa Saludable/Matrix
OUR RECOMMENDATIONS TO IMPROVE
THE LOYALTY
7. CAMPAIGNING FOR “HIGHLIGHTING THE VALUE OF OUR SERVICE”. WE MUST FOCUS ON THE BENEFITS THAT OUR SERVICES PROVIDE. IT IS NEEDED TO IMPROVE HOW OUR CLIENTS PERCEIVE THE VALUE FOR MONEY OF OUR SERVICES AND THEIR QUALITY.
8. LACK OF TIME IS NOT THE MAIN CAUSE OF EX-CLIENTS' DROPOUTS, IT IS JUST AN OBJECTION USED BY PEOPLE WHO WE DID NOT HELP ENOUGH FOR THE PHYSICAL ACTIVITY TO BECOME PART OF THEIR LIFESTYLE.
9. MAKE IT EASY.
10. MEASURING HELPS TO IMPROVE.
Grupo IGOID de la Universidad de Castilla-La Mancha, Optimización Costes y Procesos
Fundación Vida Activa Saludable/Matrix
Research Sponsor
Institutions involved in the research
