Customer-Facing Mobility Strategy Has Three Pillars

By Jim Nash  |  Posted 05-30-2012 Print Email
The health and fitness industry is target-rich for enterprise mobility, dense as it is with customer-employee interactions that can be deep and last months. Bally is already building its mobility muscle even as its competitors are still sizing up their weights.

Do you have a mobile offering for your clients when they're working out in your fitness clubs?

Thier: Our [customer-facing] strategy has three pillars:

There's consumer interaction with the [health club] environment. We put QR codes on equipment to help customers learn how best to use it. Customers at some clubs can also use an iPhone or iPad app to order a drink from the juice bar while they're working out, shower, dress and then pick it up on the way out.

Then there's consumer-to-employee. For example, we have a client-management app for personal trainers. It helps them help customers to reach their goals, which is important to retention.

And we're in the early stages of consumer-to-consumer interaction. [One early project] would enable members [using an iPhone or iPad app] to see who's in the club so that they can work out with a friend, and working out with a friend generally encourages people to stay active in a club. We could really play with this one. I could see competitions between friends or teams within clubs or maybe even club-to-club competitions.

Dating seems like the ultimate consumer-to-consumer interaction at a fitness club.

Thier: We're trying to stay away from that. We want to avoid the whole meat market stereotype.

If your mobile strategy is or could be invisible to your customers, would they notice the difference between pre-mobile and mobile?

Thier: Yes. First, the sales process is so different. The [health and fitness] industry is based on the car-lot experience, where you show someone what they're buying and then you bring them back to a small room. It can be high-pressure.

Second, the culture in a [health] club that's mobile is very different from other clubs because staff can relate to members more directly, which, again helps keep members. They know more about a customer's goal and how the customer is doing, and so they can support them in an individual way.

How difficult is it to get staff to adopt the mobile strategy?

Thier: Newer staff are adopting mobility because they don't know another way. But established sales staff might have certain rhythm to how they sell. Some are used to the confrontational style, like selling a car.

Overall, we've seen slower adoption in clubs that we switch to mobile than we would have liked. When you first put iPads in a club, you can watch the progression of sales done on an iPad. The first week, you might have, say, 20 percent of sales completed on mobile devices. It keeps climbing, but plateaus at maybe 50 percent. It takes effort to get to 90 percent or 100 percent use in converted clubs.

You hear about how mobility will alter all aspects of enterprise operations, but is that possible? Are there areas you see that will always be unaffected?

Thier: I wouldn't go so far as to say all aspects of our business will be mobile someday. There are just some functions that don't allow you to get away from sitting behind a desk. We have a subscription model, and there will be Web and some self-service capabilities, but there won't be wholesale change here. I'm talking about back-office tasks like billing.

But consumer-facing interactions will see a big change. Ninety percent to 100 percent of those will be mobile.

The fitness industry is burdened -- or brightened -- by its trendiness. It rolls out new machines, techniques and programs all the time. Is mobility another example of this?

Thier: I've met with a lot of my counterparts in the industry. Most of the fitness folks are shying away from [it] at this point, and I'm not sure why.

Fitness clubs are capital-intensive. If you're faced with having to put money into a new workout room or a new technology, the physical upgrade is chosen more readily.

Just seeing the cultures, before and after [our mobility rollout], I'm convinced. There are a few people who go to the club with headphones on, and who don't want to be bothered by anyone. But there are a lot of others who have a social experience in mind when they work out.

Can you see a day when you can demonstrate a measurable difference in club performance comparing those with a mobile strategy and those without?

Thier: Yes. It's already here. Member retention is up measurably in updated clubs. [It's] hard to say that it's due just to mobile, because we're always updating all parts of club. But our mobile strategy is a significant factor.

What are the rising tech trends that you anticipate impacting your mobile environment?

Thier: NFC [near-field communication] will. My first foray into that will be [allowing members to use] an iPhone or iPad to get in the club. Then I want to extend that out to making payments the same way.

When will you have a return on investment to show your board of directors?

Thier: Soon.

Soon like two or three years?

Thier: Soon, like this year. It will be one year after we did the first club. That was July of last year. We're already building on that foundation.



 

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