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Health Club Management

Health Club Management

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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
People
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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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The Singapore government is creating a "comprehensive digital health platform" based on the use of ...
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Enhanced designs have been submitted for a £42m swimming pool and waterpark complex in Derby. ...
Latest News
Arvinda Gohil has been appointed CEO of Central YMCA. Gohil joins the health and wellbeing ...
Latest News
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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Featured supplier news
Featured supplier: Dyaco grows UK business with new headquarters and key appointment
Following a year of strong growth, leading fitness equipment provider Dyaco has moved to a new UK headquarters in Milton Keynes, marking a significant milestone for the company.
Featured supplier news
Featured supplier: FunXtion launch Online Coaching; helping PT’s work effectively, efficiently and increase client contact time
FunXtion has introduced its new Online Coaching Tool, an advanced platform with quality content to help personal trainers work more efficiently.
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?
Company profiles
Company profile: Wattbike
Wattbike is the creator of the world’s most advanced and innovative indoor bikes, developed in ...
Company profiles
Company profile: Power Plate
Power Plate is a vibrating platform that enhances any movement to help you prepare faster, ...
Catalogue Gallery
Click on a catalogue to view it online
Directory
Professional services
Deloitte UK: Professional services
Spa software
SpaBooker: Spa software
Audio visual
Hutchison Technologies: Audio visual
Lockers/interior design
Craftsman Quality Lockers Ltd: Lockers/interior design
Direct debit solutions
Harlands Group: Direct debit solutions
Governing body
EMD UK: Governing body
Whole body cryotherapy
Zimmer MedizinSysteme GmbH / icelab: Whole body cryotherapy
Hydrotherapy / spa fragrances
Kemitron GmbH: Hydrotherapy / spa fragrances
Trade associations
International SPA Association - iSPA: Trade associations
Exercise equipment
EXF Fitness Equipment: Exercise equipment
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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