One of the best ways to improve your membership retention is to make your members feel valued and important. “But how?”, you might ask. Well, as we’ve discussed a few times already on this blog, customers are increasingly demanding personalised service from brands.
According to the 2018 Accenture Interactive Personalization Pulse Report, an extensive 91% of consumers are more likely to shop with brands who “recognise, remember, and provide them with relevant offers and recommendations”. An important part of what it means to
Risk of churn
In our article on risk scoring, we’ve talked about the fact that certain types of customers may be at a greater risk of leaving than others. Once you’ve accurately identified which members are ‘at-risk’, the necessary steps to prevent these ‘at-risk’ customers from leaving can then be taken.
For example, consider a hypothetical member, Jane. Jane signed up for the gym a few months
Duration of membership
Do you know how long each of your members has been with your gym? There are two reasons why you should. Firstly, there is strong evidence that rewarding loyal members directly results in a better retention rate – 82.4% of respondents said they would be “more likely” or “much more likely” to shop at stores that offered loyalty programmes. However, you can’t reward your most loyal members if you don’t know who they are in the first place!
Secondly, the sort of correspondence you want to have with a long-term member is going to look very different from a new member. With a new member, your main goal should be ensuring that they are settling in as well as they can. In contrast, a long-term member ought to be acknowledged for their loyalty. They should also be asked for recommendations as to how the gym could improve; long-term members’ experience at the gym over time can yield valuable insights, since they will be able to compare existing gym strategies with old ones.
Purpose of membership
Even though everyone who buys a gym membership is fundamentally after the same product (gym access), their purpose for wanting that product is likely to differ widely. For example, while some members may be complete beginners to fitness just starting out their health journey, other members may be seasoned athletes looking to develop themselves further in their area of expertise. By differentiating why various members use the gym, you can make your communications strategy more effective.
For example, it would be pointless advertising a coaching certificate course or a high-level personal trainer to someone who’s just started exercising. It would also not be effective to promote a beginner’s kickboxing class to a seasoned MMA fighter. In contrast, imagine targeted communications that acknowledge a member’s purpose at the gym (e.g. lose weight), and make a meaningful suggestion that can help them achieve that goal (e.g. an introductory class to good nutrition). Not only will members feel more supported in their fitness journey, but you may also be more effective at selling add-on purchases — a win-win situation!
Think With Google found that 63% of people expect brands to use their purchase history to provide them with personalized experiences. There’s good reason for this. The services that members have used in the past are a good way to separate one type of customer from another. In the gym context, this could mean distinguishing members that only use the free weights section of the gym from those that only attend group classes. You could even dive deeper into the data, and examine what sorts of classes people are attending.
Understanding what services your customer base is using is an important first-step to serving them better. Once you have that knowledge, you can assign more resources to more popular services, improving the quality of the service that you provide. In addition, you can make targeted promotions and incentives, encouraging people to try facilities or services they haven’t used before, but that complement their existing purchases. The more reasons that people have to use your gym, the more value you provide to their life, and the less likely they are to churn.
Finally, categorising your members in terms of their financial situation is an integral part of any personalised communications strategy. One big reasons for customer churn is a lack of sufficient funds.
For members who may be in more precarious financial situations, such as students or contract workers, one engagement strategy would be to offer these customers a flexible payments scheme or to give them the flexibility to ‘downgrade’ their membership to a discounted rate (with perhaps some reduced membership perks) when necessary. After all, many businesses already offer student discounts, so why not take price discrimination one step further? You stand to gain more from retaining a customer at a discounted rate over the long run, rather than losing them altogether. Additionally, by showing that you are able to work flexibly around your customer’s financial circumstances, your customers will feel cared about.
On the flip side, customers who are working professionals or who are otherwise financially comfortable shouldn’t be offered discounts, or monetary incentives (for referral programmes etc.), since they are likely to be more price insensitive. Other engagement methods should be used with them for greater effectiveness.