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Health Club Management

Health Club Management

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People profile: Dirk Van Der FlierGym Plus Group: chair

As clubs with swimming pools and health and beauty facilities, the low cost model wasn’t going to work for us, but the clubs weren’t as high-end as David Lloyd clubs either. Our first intervention was to win over the staff and encourage them to act as though it was a high-end club

Published in Health Club Management 2019 issue 6
Dirk van der Flier
Dirk van der Flier

When did you first become involved with Gym Plus Group?
When the chain of eight clubs went into examinership in 2015, I was invited to come on board to try and turn the business around. Coming from the hotel industry and having previously been an active sportsman and rugby player, I approached the business from the customer’s point of view.

Gym Plus was an estate of mid-market clubs that had been a victim of the recession and the advent of low cost clubs. They had lost their identity, needed investment and were discounting in order to get memberships.

How did you go about turning the clubs around?
My first challenge was to find a model that could work. I teamed up with an old school friend, Sandra Dunne, who has years of operations experience, to determine how we could define the brand. It wasn’t the ‘what?’ that I was mainly interested in, it was more the ‘why?’ and the ‘how?’ I wanted to create a community and make the membership sticky.

As meaty clubs, with swimming pools and health and beauty facilities, the low cost model wasn’t going to work, but the clubs weren’t as high-end as David Lloyd clubs either. Our first intervention was to win over the staff and encourage them to act as though it was a high-end club.

We introduced four core values on which to base our culture and staff attitude: to be passionate, personal, proactive and positive. Over the past four years we’ve drilled this into the team, so they understand the member journey we’re trying to create from joining to the first visit and onwards, so people feel welcomed and supported in their goals.

Investments were made in improving facilities, back of house, in terms of equipment and aesthetically and we’ve also greatly increased the class programme. Added to this, we negotiated the business out of an existing franchise, which allowed us greater flexibility to develop.

The prices were raised to reflect the improved offering – memberships now range between €45 (£39, $50) and €59 (£51, $66) a month and people can choose whether to join one club, or have a flexible membership, allowing them to visit all eight. We work hard at customer engagement, as well as getting feedback.

Who are your members?
It is incredibly varied – we have the core following of 30- to 50-year-old professionals, but we also have a lot of families and older adults. Some of the clubs are in areas that attract a very corporate market. It can be interesting trying to encourage all the different types of members to merge together.

What has the impact been?
We’ve had a 50 per cent increase in membership over the past three years and reduced the attrition rate down to 4 to 5 per cent. We’re not quite there yet, but we’re getting there. We have about another two years to carry on implementing our changes and then we might look to expand.

What exciting trends are you seeing in the industry?
Technology is a big thing at the moment, but I wonder how long it will go on for. It has its place and I like my Garmin, but sometimes I like to go fishing and leave my phone at home, or leave technology behind, take my shoes off and walk in the sand.

I was speaking to someone the other day who said that he didn’t want to be told that he’d only had four hours of good sleep when he thought he had had a good night, so I think there might be a bit of a backlash and a return to nature.

The core membership of Gym Plus is 30- to 50-year-old professionals
The core membership of Gym Plus is 30- to 50-year-old professionals
Facilities have been invested in and improved over the past four years
Facilities have been invested in and improved over the past four years
http://www.leisureopportunities.com/images/imagesX/489918_193587.jpg
'Gym Plus was an estate of mid-market clubs that had been a victim of the recession and the advent of low-cost clubs. They had lost their identity.' – CEO Dirk Van Der Flier tells how he turned the brand around
Dirk van der Flier, Chair, Gym Plus Group,Dirk van der Flier, Gym Plus Group
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features

People profile: Dirk Van Der FlierGym Plus Group: chair

As clubs with swimming pools and health and beauty facilities, the low cost model wasn’t going to work for us, but the clubs weren’t as high-end as David Lloyd clubs either. Our first intervention was to win over the staff and encourage them to act as though it was a high-end club

Published in Health Club Management 2019 issue 6
Dirk van der Flier
Dirk van der Flier

When did you first become involved with Gym Plus Group?
When the chain of eight clubs went into examinership in 2015, I was invited to come on board to try and turn the business around. Coming from the hotel industry and having previously been an active sportsman and rugby player, I approached the business from the customer’s point of view.

Gym Plus was an estate of mid-market clubs that had been a victim of the recession and the advent of low cost clubs. They had lost their identity, needed investment and were discounting in order to get memberships.

How did you go about turning the clubs around?
My first challenge was to find a model that could work. I teamed up with an old school friend, Sandra Dunne, who has years of operations experience, to determine how we could define the brand. It wasn’t the ‘what?’ that I was mainly interested in, it was more the ‘why?’ and the ‘how?’ I wanted to create a community and make the membership sticky.

As meaty clubs, with swimming pools and health and beauty facilities, the low cost model wasn’t going to work, but the clubs weren’t as high-end as David Lloyd clubs either. Our first intervention was to win over the staff and encourage them to act as though it was a high-end club.

We introduced four core values on which to base our culture and staff attitude: to be passionate, personal, proactive and positive. Over the past four years we’ve drilled this into the team, so they understand the member journey we’re trying to create from joining to the first visit and onwards, so people feel welcomed and supported in their goals.

Investments were made in improving facilities, back of house, in terms of equipment and aesthetically and we’ve also greatly increased the class programme. Added to this, we negotiated the business out of an existing franchise, which allowed us greater flexibility to develop.

The prices were raised to reflect the improved offering – memberships now range between €45 (£39, $50) and €59 (£51, $66) a month and people can choose whether to join one club, or have a flexible membership, allowing them to visit all eight. We work hard at customer engagement, as well as getting feedback.

Who are your members?
It is incredibly varied – we have the core following of 30- to 50-year-old professionals, but we also have a lot of families and older adults. Some of the clubs are in areas that attract a very corporate market. It can be interesting trying to encourage all the different types of members to merge together.

What has the impact been?
We’ve had a 50 per cent increase in membership over the past three years and reduced the attrition rate down to 4 to 5 per cent. We’re not quite there yet, but we’re getting there. We have about another two years to carry on implementing our changes and then we might look to expand.

What exciting trends are you seeing in the industry?
Technology is a big thing at the moment, but I wonder how long it will go on for. It has its place and I like my Garmin, but sometimes I like to go fishing and leave my phone at home, or leave technology behind, take my shoes off and walk in the sand.

I was speaking to someone the other day who said that he didn’t want to be told that he’d only had four hours of good sleep when he thought he had had a good night, so I think there might be a bit of a backlash and a return to nature.

The core membership of Gym Plus is 30- to 50-year-old professionals
The core membership of Gym Plus is 30- to 50-year-old professionals
Facilities have been invested in and improved over the past four years
Facilities have been invested in and improved over the past four years
http://www.leisureopportunities.com/images/imagesX/489918_193587.jpg
'Gym Plus was an estate of mid-market clubs that had been a victim of the recession and the advent of low-cost clubs. They had lost their identity.' – CEO Dirk Van Der Flier tells how he turned the brand around
Dirk van der Flier, Chair, Gym Plus Group,Dirk van der Flier, Gym Plus Group
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Arvinda Gohil has been appointed CEO of Central YMCA. Gohil joins the health and wellbeing ...
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Health and social care secretary Matt Hancock has launched a review into the NHS Health ...
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ukactive has begun a search for two additional members to join its board of directors. ...
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Boutique fitness franchise Spenga has opened two new locations as it looks to ramp up ...
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MoveGB is a collaboration-based platform, but being a platform, one of the common worries we hear from our partners is about loss of customer ownership.
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Featured supplier: Eleiko makes deadlifting more accessible with the Öppen Deadlift Bar
Eleiko, a Swedish weightlifting equipment specialist, is reinforcing its position in the strength and fitness market with the launch of the Öppen Deadlift Bar,
Opinion
promotion
As an industry, we still underestimate the power of a truly varied fitness regime - and the growing appetite for it, especially among emerging customer segments.
Opinion: Collaboration vs aggregation - what’s the difference?
Video Gallery
Nautilus - Glute Drive
Core Health & Fitness
Inspired by the increasing trend of glute exercises seen in various and dangerous executions in the gyms today. Read more
More videos:
Company profiles
Company profile: Healthcheck Services Ltd
Here at Healthcheck Services, we want to empower you, your clients & your staff to ...
Company profiles
Company profile: Legend Club Management Systems (UK) Ltd
Legend provides the leading software solution for driving improvements in leisure operations. We deliver savings ...
Catalogue Gallery
Click on a catalogue to view it online
Directory
Spa software
ResortSuite: Spa software
Exercise equipment
Eleiko Sport AB: Exercise equipment
Skincare
Sothys: Skincare
Flooring
Total Vibration Solutions Ltd: Flooring
Hydrotherapy / spa fragrances
Kemitron GmbH: Hydrotherapy / spa fragrances
Whole body cryotherapy
Zimmer MedizinSysteme GmbH / icelab: Whole body cryotherapy
Fitness equipment
Dyaco International: Fitness equipment
Locking solutions
Ojmar: Locking solutions
Trade associations
International SPA Association - iSPA: Trade associations
Direct debit solutions
Debit Finance Collections: Direct debit solutions
Property & Tenders
Diary dates
05-06 Sep 2019
TagusPark, Oeiras, Portugal
Diary dates
21-22 Sep 2019
Locations worldwide,
Diary dates
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