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					              Strategies & Tools To Increase
             Profits Through Personal Training



Managing a Team of
Personal Trainers

Wendy Sweet
Reg Nurse/B.PhEd./P.G. Cert Health Promotion


                                                 1
               Why have Personal Training
                    in Your Club?
 To  new member RETENTION over first 90 days

 To  new member RESULTS over first 90 days

 To  CUSTOMER SERVICE within your club

 To  additional PRODUCTS to your existing line

 To  bottom-line REVENUE




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             How Will Having Personal Trainers
                       Club Revenue?
 RETENTION revenue if you have contractors

 SESSION revenue if you have employee P.T.’s

 DECREASES REQUIREMENT for large numbers of gym instructors

    NEW MEMBER SIGN-ON's through P.T.’s and/or casual rate revenue

 PRODUCT SALES through trainers




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                       What Does a Trainer
                       “Need”from a Club?
 Commitment to the product          A distinction between the gym
  from Management                     instructor product and the
                                      personal training product
 A supportive, positive personal
  training environment with          Assistance with obtaining client
  clearly defined                     leads
  contracts/boundaries
                                     A great facility, with good
                                      equipment




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                        What Does a Club
                      “Need”from a Trainer?
 Positive, enthusiastic,              A trainer who is financially
  professional approach/attitude to     SUCCESSFUL, therefore commits
  personal training                     to rental payments
 A trainer who gets great             A trainer who is LOYAL to the
  RESULTS                               club & promotes other club
                                        services
 A trainer who SELF-
  GENERATES their client base




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                  Employees Vs. Contractors
                            - The Issues
Employees
 Who are also gym instructors may
  cause “ product confusion”
                                           Contractors
 Often don’t have the same “hunger”
  to reach financial targets                Provide rental revenue
                                             consistency
 May cause fluctuations in PT revenue
  due to motivational issues; days off;     Allow for “Healthy”
  etc                                        competition



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                   Developing A Successful
                   Personal Training Programme
 Hiring QUALITY trainers & a quality PT Manager (how do you
  define this?)
 Commitment towards providing YOUR members with an excellent
  product
 Retaining “OWNERSHIP” of the product i.e. having great
  training, assessment and performance measurement systems in
  place i.e. trainer accountability
 Product DIFFERENTIATION

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                    Developing A Successful
                    Personal Training Programme
 Sales & Reception staff who UNDERSTAND the objectives of the
  PT product for the de-conditioned market

 Strategic plan for growing the team  $
 A strong “BELIEF” that the PT product, managed properly, will
  add value to your club & promote member retention
 Ongoing promotional, marketing plan



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              Product Differentiation
 WHY?           So that members know what they are paying for!


  WHATEVER YOUR VISION FOR PERSONAL TRAINING IN YOUR
     CLUB, THE ACTUAL PRODUCT DELIVERED BY YOUR
              TRAINERS MUST REFLECT THIS




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    Your Hiring/Recruitment Programme for New Trainers

     Decide on the “TYPE” of trainer who will best represent your member market
     Check out what courses in exercise prescription your local education facilities
      offer - work with them!
     Look WITHIN, before you look “outside” - turn great staff into greater
      trainers!
     Maintain a professional approach to recruiting, interviewing & practically
      assessing new trainers……..
     Start as you mean them to continue!




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                               Training New Trainers
                    Everything about the products/services of your club, (inc. the
                     “history”)
                    Sales system, membership structures etc.
 What do  New member induction - programming, customer service, retention
            system
  they
  need to  Product differentiation expectations
  know     Goal setting & selling strategies for retaining new clients
                    Your performance expectations - contractual issues




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                        Management of your new trainers
                                         PROBLEMS
   May not understand the needs of your new member market
   Might lack confidence in selling to & retaining clients
   Most probably are over-programming, and not fully understanding the Adaptation
    Response for new members
   May perform like gym instructors out on the floor!
   Rely on the ongoing client leads generated through P.O.S. - WHY?




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                    Ongoing Management
                             SOLUTIONS

 Induction & management programme set by the club – what?
 Measurement of Performance
  New trainers = weekly for 6-8 weeks
  then quarterly
  then 6 monthly
 Contract renewal requirements
 Member client surveys



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              Areas for New Trainer Management
                                              Identifying & trouble-shooting
                                               time-management issues
   Assessing their progress with
    programming for & retaining your          Assessing their “product” out on
    new members                                the floor, i.e. client interaction
   Assessing their goal-setting/selling      Assessing their knowledge of your
    skills                                     clubs other products




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                                           Heart Rate
Heart Rate Response to
       Exercise
                                                        Time




                                        Performance
Stress Adaptation Curve


                                                        Time

The Staircase Approach to
      Goal Setting
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              Planning for Business
                  Performance
 Financial Planning / Business Plan
 Setting out your fee schedule /
  packages available.
 Determining your cancellation policy
 Stationery requirements
 ‘Welcome Letter’


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      Weekly PT Planning Sheet

 Number of clients booked                       
 Does this meet my target                YES / NO
 How many more clients are needed               
 # of cancellations re-booked from last week?   
 # of sales lead calls made this week?          
 What does next week look like for bookings?    

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     Example of 6 Week Follow-Up
             Programme

 WEEK ONE:                                WEEK TWO:
  Programme                                Programme
  review; track                            review; problem-
  their retention/                         solving; tracking
  sales from new                           sheet
  client leads
  given to them


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     Example of 6 Week Follow-Up
             Programme


    WEEK THREE:                      WEEK FOUR:
    Programme review;                  Programme review;
    retention/ follow-up               time-management
    strategies; setting of             issues; tracking of
    self-marketing                     retention; observation
    initiatives (in &                  of a practical session
    outside gym)




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      Example of 6 Week Follow-Up
              Programme

                                      WEEK SIX: To review
   WEEK FIVE:                         the trainer’s overall
    Problem solving;                   performance & give
    review of marketing                feedback (review #1)
    initiatives; review of              to assess their
    their business                        product & facility
    systems; tracking                     knowledge
    sheet                               to set them goals to
                                          achieve for next
                                          month review

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               Reception / Sales System
               FOR MANAGING LEADS
 What is happening @ the P.O.S?
 What/ Who are sales team selling?
  (Product Differentiation)
 What is your system for new
  members contacted within 24hrs of
  signing-up?
 How do existing members sign-up
  with a Personal Trainer?

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 Ongoing Issues to Address
 Performance Assessments –
  Quality Service Delivery
 Trainers NOT meeting
  expectations
 Renewal of contracts – how?
 Moving trainers towards
  ‘Senior’ Trainers
 Trainer Retention Strategy –
  minimum of 2 yrs…..

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     The Future of PT in NZ ….
 Ensuring that PT continues to be a quality
  driven product… what are your members
  paying for really??
 Effective PT Managers who are able to
  understand about leadership development
  issues for trainers
 Focussing on keeping great, knowledgable,
  successful PT’s who you want as ‘benchmarks’
  of excellence in your clubs
 A commitment from Club Owners/ Managers to
  a vibrant, energetic, effective product that
  meets the unique needs of your members
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              The Final Word….


 “The difference between a great PT
    manager and an average PT manager, is that
    the great PT Manager knows what the PT
    product is supposed to look like, and
    pursues this relentlessly!”
                                       (Wendy!)




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posted:8/22/2011
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