![]() ![]() “A breach, in itself, may or may not be significant,” he says, “but we should attempt to create high-efficiency clubs that move the benchmark-accommodating more members per square foot, while, at the same time, maintaining or improving member satisfaction.” In some cases, on-site heat mapping is employed to ascertain when breaching occurs. “From that, I was able to create a capacity metric-the attendance level per square foot at which member satisfaction begins to deteriorate significantly.”īy combining this metric with a club’s hourly attendance data, he can identify when the club is “breaching” the capacity red line. Curbing the ‘Pinch’ PointĬontinuing to delve, Salmon compared club attendance to member satisfaction figures and then attendance to attrition figures. Of that number, 55% faulted the cardio area, usually because of a shortage of treadmills 47% blamed group fitness, because of a shortage of the most popular programs and 38% indicted the gym floor, because of limited free-weight space and the presence of large-footprint, single-purpose strength machines. On average, 5.5% of all members considered their club overcrowded. Salmon’s studies, based on New Zealand facilities, but familiar to club operators nearly everywhere, pinpointed some of those perceptions. In the case of overcrowding, he says, “The member’s perception is reality.”
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