User Research Report

Goodlife Onboarding User Experience Report

L3 63 William St Ph +61 2 9356 1500 W pusher.com.au East Sydney, NSW 2010 Australia F +61 2 9331 7735 E [email protected]

Client Ardent Leisure

Brand Goodlife Health Clubs

Contact Ben Stevens

Author Kiri James Version 2 Date 22 October, 2013

1.0 EXECUTIVE SUMMARY ........................................................................................................................................ 3

2.0 OBJECTIVES ................................................................................................................................................................. 4

3.0 KPIs ...................................................................................................................................................................................... 4

4.0 WHAT WE DID ........................................................................................................................................................... 5

5.0 THE AUDIENCE ......................................................................................................................................................... 6

6.0 FINDINGS .................................................................................................................................................................... 13 6.1 Overall Sales Process ....................................................................................................................................... 14 6.2 The Contemplation Phase ............................................................................................................................ 16 6.3 Research ................................................................................................................................................................... 16 6.4 Initial Contact ........................................................................................................................................................ 17 6.6 Reception: First impressions count ....................................................................................................... 21 6.7 PFP Process ............................................................................................................................................................ 25 6.8 The Tour ................................................................................................................................................................... 27 6.9 The Timeline ......................................................................................................................................................... 27 6.10 Referrals ................................................................................................................................................................ 28 6.11 Price Presentation ........................................................................................................................................... 29 6.12 Paperwork ............................................................................................................................................................. 30 6.13 Process Time Frame ...................................................................................................................................... 30 6.14 Internal Systems and Process .................................................................................................................. 31 6.15 Post-sale ................................................................................................................................................................. 31 6.16 Kick-start ................................................................................................................................................................ 32 6.17 Walk-Ins Vs Appointments ........................................................................................................................ 32 6.18 Outreach ................................................................................................................................................................ 33 6.19 Customer Service Process ......................................................................................................................... 34 6.20 Process and Consistency ........................................................................................................................... 36

REQUIREMENTS ............................................................................................................................................................ 38

7.1 The Tablet ..................................................................................................................................................................... 38 Primary Requirements ............................................................................................................................................ 38 Secondary Requirements ..................................................................................................................................... 39

7.2 Other Onboarding Considerations .............................................................................................................. 39

8.0 RECOMMENDATIONS ...................................................................................................................................... 41

8.0 USER FLOWS ........................................................................................................................................................... 43

1.0 EXECUTIVE SUMMARY Pusher and Ardent Leisure have been working with Goodlife Health Clubs to improve Onboarding: the process of signing up to become a member of a Goodlife Health Club. It is understood that the outcome of this project will be a tablet app that will digitise as much of the sales process as possible. However, Onboarding is bigger than a tablet app. It’s a service of which the tablet app is one part. To determine exactly what should appear on the tablet we need to consider the whole service. This document is the result of in-field research to review the current Onboarding process. We spoke with Senior Management, Sales Management (RSMs), Membership Consultants (MCs) and prospects signing up to become gym members. We also conducted field studies and mystery shopping within the gym. Overall the experience that the customers we interviewed had with their MCs was positive. There were some MCs however, who did not perform so well and Onboarding must aim to help these MCs improve their technique. There are other areas where improvements can be made and these include email and social-media enquiries, processing of kick-starts and transfers. We have also made recommendations for improving the PFP so that it is relevant to all user types, and improving the tour so that it focuses more on Goodlife’s unique selling propositions. We recommend including social options for point of sale referrals. In conjunction with Goodlife we have developed a list of requirements for the tablet app, along with a list of recommendations. The primary requirement is to improve the process for MCs and reception through the the removal of double entry of information. With the new tablet, membership passes at all clubs should be issued at the time of taking out membership.

2.0 OBJECTIVES The objectives for the Onboarding project are:

1. Improved sales performance a. Improved experience for customer and MC experience

2. Improve process including data management 3. Expanded capabilities and innovation of service

3.0 KPIs The KPIs for the Onboarding project are:

1. Close rate 2. Yield per member 3. NPS post sales process (Net Promoter Score) 4. Percentage of sales loaded via paper 5. Time taken to complete sale 6. Reduction in cooling off 7. Retention (long bow) w/ member communication

Soft KPIs

1. Innovation of service 2. Member care

Benchmarks and goals need to be applied to the KPIs prior to launch of the new system.

4.0 WHAT WE DID To help us understand the full sales process from all people involved we completed the following:

1. Ran stakeholder workshops with various Goodlife staff including: a. Senior Management b. RSMs c. MCs

2. Reviewed current sales process a. Field studies – we went to various Goodlife Health Clubs and observed

the sales process in action. Goodlife’s we visited included: i. Morningside

ii. Chermside iii. Alexandra Hills iv. Parramatta

b. Mystery Shopper – we underwent the sales process at various Goodlife and Fitness First Health Clubs including:

i. Goodlife Queen St (x2) ii. Goodlife Martin Place

iii. Goodlife Robina iv. Fitness First Mermaid Beach v. Fitness First Robina

vi. Fitness First Kings Cross 3. Talked to customers

a. We interviews 12 Goodlife members who had taken out membership in the two weeks previously.

b. We also spoke to 5 people that had been into a Goodlife but did not take out membership.

5.0 THE AUDIENCE We are designing a system for Goodlife customers and the MCs that sell memberships. To ensure we build a suitable system we need to understand our audiences and their needs. Goodlife Customers We found there are three types of customers based on their knowledge of exercise.

1. Not Exercised – This person has limited exercise experience and is becoming a smaller part of the market. MCs estimated it’s 20% of current audience

2. Lapsed Exerciser - Has exercised previously but not recently. This will include users who struggle to stay motivated and those coming back from injury, pregnancy etcetera. MCs estimated it’s 30% of the current audience

3. Switcher – changing from one gym to another. This market continues to grow. MCs estimated this is 50% of the current audience.

Since this report was first written, we have determined that the switcher market needs to be split into two separate user types:

4. Current exerciser: seeking goals – this person is exercising regularly but is yet to reach their goals.

5. Current exerciser: maintenance – this person has reached their goals and is focused on maintaining their current status.

We have also been able to segment users based on their needs states: 1. Functional needs – these are users who are looking for functional requirements

such as better equipment or a cheaper price. Their needs are pragmatic and not emotionally based.

2. Benefits – these users require more support than others. They are more likely to be overweight or have not succeeded with exercise in the past and need more support to reach their goals. Add-ons, small group training, Support

3. Social – these users like the social aspects of the gym or may be joining because their friends or family goes there.

Onboarding must aim to meet the three “needs” states above.

Membership Consultants (MCs) 19% of MCs have been with Goodlife less than a month and 44% have been there less than 3 months. Number of MCs Length of Service (months) 37 0 - 1 26 1 - 2 25 2 - 3 25 3 - 4 15 4 - 5 12 5 - 6 10 6 - 7 24 12+ We have made the assumption that MCs who have been with the business for less than three months are still in training and will have varied skill level. We have identified 2 main types of MCs based on their length of service: experienced and new. What we found We witnessed MCs at a range of clubs through mystery shopping and field studies. We have rated their performance as follows: Location New Martin Place Good Queen St Good Queen St Fair Paramatta Fair Alex Hills Very Poor Morningside Good Morningside Excellent Robina Poor

Scale: Excellent, Good, Fair, Poor, Very Poor We found 20% of MCs to be poor or very poor. The two worst performers were Alex Hills and Robina. The Alex Hills MC was very new and took their two prospects through every question on the PFP. The process seemed clunky and awkward and the prospects did not sign up.

The Robina MC ignored the volunteering of information and launched straight into museum tour without any kind of qualifying questions or attempts to get information. RSMs: “Big opportunity if we can improve the retention of MCs by making their job easier. More sales means better retention.” The best performer we witnessed was at Morningside. This MC was particularly good as she cared about the prospects and her primary focus seemed to be a solution for her customer rather than selling membership. For instance, she truly believed that kick-starts were important for people who are not familiar with the gym and had an incredibly good rate of selling them. Onboarding must prioritise assisting the inexperienced MC with the sales process.

6.0 FINDINGS 6.1 Overall Sales Process The biggest issue with the current sales process is data management. Goodlife’s systems and documentation – InTouch, Clubware, Direct Debit, the PFP, even the guest register and kick-starters - do not talk to each other and information gets entered multiple times by both the prospect and Goodlife staff. Senior Mgmt:“It needs to capture data in PFP once, and have it flow into clubwear and other systems.” This is the minimum requirement for the Onboarding process and must take priority above anything else. There is room for the sales process to be more efficient and more targeted to particular user types and needs. This will help with increasing sales conversion, particularly for newer MCs. Senior Mgmt: “Ideal sales process is an hourglass process where the tour is short and conversation is long. This leaves the most time for the emotional stages - why it's best for the prospect, motivation, what was their trigger to come in today. MCs need space for selling to get down to the PBM (Prime Buying Motivation). Process should be 15 - 20 minutes. The reality is the process is often a diamond shape with a long tour rather than asking uncomfortable questions.” What we found Through the mystery shopping exercise we found Senior Mgmt correct in that the tour is often the “museum tour”. However, the research revealed a variety of results with the PFP – some people went through this in detail, others did very little and others were very good at tailoring the needs of the PFP to their individual customer. We also found that some customers did not always want to divulge a lot of information at those early stages of the process. The greatest challenge for Onboarding is improving the key steps of the PFP and tour.

Below we have documented the current Onboarding process from the customer’s point of view.

6.2 The Contemplation Phase From talking to users we found that they consider joining a gym for a long time - particularly if they were “never exercised” or “lapsed exercise” user types. This time period is generally 3-6 months. There is an opportunity for Goodlife to reach out to users while they are in this phase.

6.3 Research Many prospects did research online prior to coming in-store. They did Google searches such as “Gyms in Fortitude Valley” or looked up gym names directly. They tended to look a lot at gym photos and locations. They also looked at prices and the class timetable. Many people also asked family and friends about their gym. The Website

- One user could not find the prices online - One user did not know that you could buy a membership online

It could be worth conducting a brief usability test to ensure that the membership and purchasing a membership are easy enough to do online. A number of people mentioned having better photo galleries online. There are two main reasons people go into the gym – to get the best price and to check out the atmosphere. If we can recreate that atmosphere online we may increase online sales. Recommendation We recommend considering more gym photos and possibly virtual tours. Videos, including group fitness classes are also recommended. There is also room to include interactive maps or floor plans.

6.4 Initial Contact Email We sent emails to five of the poorer performing clubs and only received one suitable response.

Facebook We tried to reach a number of the clubs via Facebook. Some you cannot send a private message through the Facebook page. One took three days to respond but then did have a suitable response. One took ten minutes to respond but told us we cannot get a free pass – we then went to the website and downloaded a free pass for that club. SENT FACEBOOK MESSAGE TO CLUB Club Response Time to respond

Robina

Got Facebook message back Hi Kiri, Great to hear you're interested in joining Goodlife . You can definitely make an appointment to come down and have a look at the club! Would you mind sending through your best contact number and we'll get one of our Membership Consultants to contact you and arrange a time. Otherwise you can call 5562 3700. Look forward to seeing you soon! The Goodlife Robina Team 3 days later

Armadale The ability to leave Facebook messages has been disabled.

Cross Roads The ability to leave Facebook messages has been disabled. A couple of messages have been left in the rating section.

Chelsea Heights

Need to add as friend before you can message. Hey Charlie, we don't have 5 day trials in the club but your welcome to come and have a look around, we do have a sale today on our memberships, give us a call on 97827200 to have a chat with one of our consultants. Since then, I have applied for a 5 Day pass online for Chelsea Heights and have had an MC ring me to follow up.

10 mins to message back.

Essendon Can write on the wall but cannot send a private message

5-Day Pass We had better responses to the five-day passes. For this exercise we contacted a range of clubs in other states. 5 DAY PASS FROM WEBSITE OR REFERRAL SITE Club Response Time to respond

Martin Place

Received voucher via email and followed up via a phone call from which an appointment was made. Didn't attend the appointment and a follow up phone call came the next day from the gym.

Same day follow up with call.

Hindmarsh Voucher received by email. No follow up. Nil

Cottesloe

Voucher received by email. Calls x3 & text messages also sent. Hello Charlotte, This is Alex from Goodlife Gyms. Please give me a call back to discuss starting your training at Goodlife Cottesloe.

2 calls the following day and 1 call the day after that. Text message after each call.

Holden Hill Voucher received by email. Calls x5 & text messages also sent.

Voucher same day. 1x call each day for 5 days around 11am. Text messages sent after Voice Mail left.

Holden Hill Voucher received by email, followed up by a call. Call received within an hour.

Burnside

Voucher received by email Follow up email also sent It’s Alex from Goodlife Burnside, I’m just giving you a quick follow up email in regards to your recent membership enquiry online. I’d love to get in touch with you and have a chat about your fitness goals and how to best get you started. If you’d like to give me a call back at your convenience on 8364 2933 and we can discuss how to best get you started.

Voucher and email received same day.

Armadale Received a voucher via email. No follow up. Nil

North Adelaide Voucher received by email and received a call. Call received with an hour

Carseldine Voucher received via email and received a call. Call within 2 hours Alex Hills Voucher received via email and received a call. Call within 4 hours

We spoke to one user that downloaded a 5-day pass from the website that went through the entire sales process before being told that they don’t do the 5 Day Pass at that gym. This particular customer was quite unhappy because she believed it was false advertising. She was called up after she downloaded the pass and an appointment was made. She went in to the gym and sat through the entire sales process. She didn’t realize the MC was trying to get her to sign up there and then until he brought out the prices. It wasn’t until after this point that he told her he would not honor the 5-day pass. The club was Maroochydore and the reason given was because tourists had been exploiting the pass. The next day the woman left a message that she would not be able to make a follow-up appointment and the MC left three messages for her in 45 minutes. The customer felt harassed. Membership Transfer We also reviewed where you can purchase a membership transfer. Gumtree is the main source. MEMBERSHIP TRANSFER

Gumtree.com.au

140 offers on the 4th October 2013. Most are for straight transfers - so the new member takes over paying the monthly fee. Usually at around $14.95.

Ebay.com.au Only 2 memberships available for transfer What we found Overall, we received the best response to our enquiries for a 5-Day Pass. Responses to enquiries for both Facebook membership and email could be improved across the business. We asked a number of customers how they would prefer to be contacted and most said email in the first instance. One main reason was the inconvenience of being called during work hours. Customer: “The only thing that was annoying about it was he was calling while I was at work so I couldn’t answer. “

Customer: “I get a number of calls from recruiters and I don’t answer calls from numbers I don’t recognize.” MCs: “Calling enquiries from web doesn't work. Best way to respond is electronically.” Recommendation Would recommend introducing an email option and providing the team with training about appropriate email responses. The Australian and New Zealand Fitness Industry Survey also list email as the preferred mode of contact for both customers and clubs. It would also be interesting to monitor the effectiveness of email responses on membership sign ups. We recommend having an option in online forms that allows the customer to choose their preferred contact mode.

6.6 First impressions count

Finding the Clubs As someone who is unfamiliar with the club locations, they could some times be difficult to find. I looked up Fortitude Valley on the website and no street number was given. It was within a home centre but this was not listed on the website anywhere. Clubs in Westfield’s in particular can be difficult to find. For one club we parked at the opposite end of the shopping centre. And Parramatta can only be located by going through the foodcourt and up the backstairt. Recommendation We recommend that the website is updated to include more information about how to find each club. If a prospect calls to make an appointment, they should be sent a confirmation email that includes directions.

Reception

FIRST IMPRESSIONS COUNT

RECEPTIONTHIS WAY

From the customer’s perspective: A number of the people we spoke to confirmed the previous research conducted by Goodlife, that people go in to the gym to sign up for two main reasons:

1. To get the prices – there is a feeling people will get a better price when they go in-club. A number of people also sighted corporate rate.

2. To get a feeling for the atmosphere. Customer: “It was a matter of going in, having a look around and firming up pricing” First impressions count and a large part of that first impression is the reception and the experience the customer has with reception while waiting for their MC to appear. There are a variety of first impressions created at the clubs we saw: CLUB COMMENTS

Morningside Walk straight into the exercise area without reception sign posted

Chermside Fast-paced and busy

Parramatta Had to go through the food court up a dirty stairwell to find the gym. When we got there reception was engaging and the exercise area was nice and open and visible.

Edward St Modern and fun entry but you can’t see anyone working out

Staff activity also contributes to that first impression. Generally, the reception staff were excellent: really helpful and friendly and a great asset to Goodlife. There were some times however, that the behavior of staff didn’t seem appropriate in the reception area. At one gym we saw five people standing around the reception talking. We also saw someone filling out a form at the counter - standing just inside the gate where people come in to work out - blocking the entry gate. At another we saw a number of the PT staff just hanging out in the members lounge (next to reception area) talking to each other and looking bored and disinterested. From Goodlife’s point of view: RSMs: “First thing to find out if anyone walks in to the club is if they have been to club

before, using ‘In touch’. Most receptionists are not doing this.” Recommendation The new system needs to be self-contained with the user’s primary information linked to the guest register. The receptionist will have to always look the prospect up in the system to initiate the process. Senior Management told us that the MC hands out the PFP but we found that in most cases it is the reception that hands out the PFP. MC: “It’s important that the prospect has something to do while they wait.” MC: “For example, if an Ex-Goodlife member comes in, a good receptionist will qualify them (find out they're a previous member who just wants to look at the club) and call an MC and relay this. MC will them come out and re-qualify to confirm whether the full sales process is necessary.” What we found At peak times, the receptionist can get extremely busy.

Customer: “ On the Saturday there were so many people around this counter I thought, no bugger it, I’m not going to do it now.”

The current issues around paperwork are particularly onerous on the receptionist. Any new system needs to alleviate these issues.

Recommendation The receptionist’s primary duty should be to greet those new customers and give them a warm welcome. They then need to give them something to do while they wait for the MC.

If there is further need to alleviate congestion at reception, this is where we might recommend a kiosk for member sign in and collecting passes for classes.

Currently, once a prospect has decided to become a member, their details are entered into debit success and a membership number generated. Reception meanwhile enters replica data into Clubware with the membership number to generate a membership tag.

Some clubs are choosing to complete this process overnight due to the arduousness of it. All passes need to be issues at all clubs on the same day with the new system.

We witnessed one club where there was only one MC on a Wednesday night and he was being run off his feet. This situation doesn’t allow much opportunity for reception to call the MC and brief them in, and for him to check In-touch for the customer’s history.

The tablet system should make the MC aware of which sales appointments are assigned to him and what their background is.

6.7 PFP Process

Senior Mgmt: “When prospect states what they want to achieve (ie. weight loss), Onboarding must help the MCs find out WHY.” MCs: “MCs see the needs analysis as a guideline, and flexible. Must be able to focus on particular points, skip points as necessary.” RSMs: “More experienced MC will be more flexible and will ask questions on the go, rather than in the seat in reception.” Senior Mgmt: “MCs feel uncomfortable drilling down to the real questions, which help us understand the prospect, their needs and better serve them.” MCs: “A brand new MC will go through needs analysis every time. More experienced MCs find more success by being flexible with the way in which they obtain the information the PFP seeks to uncover.” MCs: “The reason you do a needs analysis is so you can recap: Tell them that you've been listening! And why they need to start today.” What we found Based on the statistics of MC tenure, we have assumed at least 20% of the workforce is not capable of adequately uncovering the prospects needs. They are sticking to the PFP, however this does not allow for the varying contexts in which MCs find themselves in. Experienced MCs are more adept at adlibbing the PFP. They know the information they need to uncover and they are able to achieve this in a more organic, conversational manner. Strictly speaking, they are not strictly following the PFP process, however, they are gaining the same information and this is proving to be more successful. The PFP does not allow for different prospect types with varying needs, and can prove clunky for an inexperienced MC A good result with an experienced MC Customer walks in and up to front counter. She is probably pretty defensive. “All I want to do is pilates and yoga” “Have you been to our gym before?” “No”

“Well, let me show you around.” Result: Prospect signed up A bad experience with an inexperienced MC MC asked what sort of training they’ve done prior. Prospect is open about their needs (childminding, cardio”) and the challenges of training as a mother of 2-3 young children. MC ignores these prompts and continues with needs analysis. Process feels very clunky and awkward. Impersonal.

MC asks if they have seen the club before. Prospect responds ‘no’, and appears eager to see the club. MC details all the renovations the club has had and then persists with the PFP. Result: Prospect did not sign up Recommendation The inexperienced MCs are generally following the PFP, however they are not always finding success in doing so. They are obliged to ask every question, regardless of context, which can lead to the process feeling disjointed. It’s important to stress that the information the PFP seeks to uncover is relevant – however its current format does not necessarily cater to all prospect types. The new onboarding process should help prioritise the questions for the inexperienced MC. The experienced MC will still need to have the flexibility to adlib the process so they can continue to succeed. The new onboarding PFP needs to review the current PFP questions and look to make them more suitable. The suggestion is to change the PFP questions depending on the type of customer. We will review the customer types and their needs and look to present appropriate questions based on those.

An express sign up option should also be considered for someone that comes in and says “I’ve got 20 minutes on my lunch break and I want to sign up now”. The inexperienced MCs are struggling to use the PFP effectively. The new Onboarding tablet should priorities helping this MC. The experienced MC will still be able to use the tablet but won’t be the primary user driving its development. The new Onboarding PFP needs to review the current PFP questions and look to make them more suitable. The suggestion is to change the PFP questions depending on the type of customer. We will review the customer types and their needs and look to present appropriate questions based on those.

An Express Sign Up option should also be considered for someone that comes in and says “I’ve got 20 minutes on my lunch break and I want to sign up now.”

6.8 The Tour Senior Mgmt: “Tour tends to be longer than it should be.” MCs: “The tour process is where you figure out if someone is going to join. It's a chance to be genuine outside of the sales process. Introduce to other staff members”. Senior Mgmt: “Could include videos on the tablet to be shown as the MC walks around the gym.” MCs: “Would be very useful to have kiosks along the way, with timetables for group classes and group class video demos. Don't want the tablet screen to dominate the sales process during the tour.” What we found While the customers we spoke to didn’t complain about the tour, we agree with senior management that the tour is often too long and more importantly, doesn’t focus on the unique selling points (USMs) of the gym. Recommendation We recommend reviewing whether the PFP can be submitted on the tablet to provide the MC with prompts for their tour including relevant USMs. It can also provide prompts for referrals and kickstarts.

6.9 The Timeline Senior Mgmt: “It’s the bridge between the tour and the price presentation.” Senior Mgmt: “Definitely use for a flip.” RSMs: Don’t like the pictures in the timeline – no pictures required. MCs: “Should showcase the benefit of long-term training and highlight kick-start being useful” MCs: “When used properly, kick-starts are right up.” MCs: “Need the information from the PFP to do the timeline” What we found During our stakeholder workshops many people became excited about the options that could be achieved digitally for the timeline.

However, we found the timeline was used a total of once from our field studies, mystery shopping and user interviews. This may be partly because MCs do not like the layout of the current timeline. Recommendation We recommend that at this stage, we can look to improve the timeline digitally but would not recommend making a significant investment in the functionality behind it, as it is currently not being used by the MCs.

6.10 Referrals Senior Mgmt:“ We get 2-3 referrals per signup across the portfolio.” RSMs: “60% of referrals are from POS referrals” Senior Mgmt: “Tools need to be put in place to guide referrals process” RSMs: “POS referrals are very important but they need to be brought up much earlier on in the process; during the tour.” MCs:“Some MCs are better than others” MCs:“ “Should be a part of the sale that happens earlier, eg. in front of T&Cs / Health Waiver. Becomes part of the process.” What we found We witnessed a few referrals through the contextual analysis but the majority of user interviews were not asked for referrals. In fact, three out of 12 were asked to provide contact details of friends, of which only one participated. There were a number of free passes being given to the new members – particularly with people’s names on them - but only one case of a phone number being handed over. We were told the following by one gym, “We try to get referrals but we know our audience and they are much more likely to just turn up with three friends.“ While the gym reports relatively high referral rates we witnessed quite low referral collection and customers unwilling to provide their friends’ information. Recommendation

We recommend bringing the referrals earlier in the presentation and making it part of the process rather than an “add-on”. We also suggest considering softer ways of collecting referrals, beyond the standard process, such as social media and email. It needs to be a more attractive proposition for MCs to collect them and for customers to provide them. Consider the following: “I just joined Goodlife, share with my friends on Facebook” Include ability to provide friend’s email address. “Enter the details of friends and they are SMS'd automatically” Frame it as “Give something to your friends on us!” “Congratulations! Your mate has just given you a free gym pass”

6.11 Price Presentation Club Manager: “If there is a good deal that month it seems to stimulate urgency and a higher level of excitement amongst the MCs. This is good and bad as it helps with conversions but there is a reliance on that deal every month.” There seems to be concern amongst the sales team that the prices are perceived as high. MCs “Early on, ask the question: ‘Have you jumped on our website and looked around?’ This gives you some indication of whether the prospect has seen the prices already and has still come in.” What we found There are a variety of needs from customers. Some are very keen to get the best price they can. These tend to be more savvy gym goers. In general, however, there is awareness amongst consumers that Goodlife is a full-service gym and the price will be more than a 24-hour gym in particular. We spoke to a number of consumers that chose to go to Goodlife for the better services including:

1. Greater support 2. Classes 3. Child minding 4. More space and better equipment 5. Pool 6. Better atmosphere

A number of people thought the Goodlife price was very reasonable for what it offers. Customer: “I thought it was good value for money”. Recommendation The question “Have you been on our website?” Could be part of the prequalifying process and included somehow in the PFP as it does lead to the assumption that the customer has already seen the price. We asked customers about the price presentation and there were very few comments about it. I personally found the price presentation confusing with the multiple price points – the $199 for 3 months adding another price point - I wasn’t sure what I was paying. However, the users I spoke to did not mention this.

6.12 Paperwork MCs: “We just want to get rid of as much paperwork as possible” All employees believe there is too much paperwork for the prospect to fill in and sign. There is also too much double entry of paperwork within the organisation. What we found User interviews and contextual analysis revealed that the prospect generally was not concerned by the amount of paperwork. Customer: “I actually felt like there wasn’t that much paperwork this time around.“ Only one person commented that there were a lot of forms. The prospect only does the paperwork once, as opposed to the MC who does it many, many times. At one gym they have been issuing the membership card the following day, which seems a little antiquated in the digital age. Recommendation The paperwork does need to be reduced, primarily for the MC and receptionist. The method for taking the photo needs to be improved so that all cards can be issued that day.

6.13 Process Time Frame For people that need a lot of support can be as high as an hour and a half. Some people in a hurry are getting in and out within half an hour.

General process time frame takes about 45 minutes. Most people were happy with the time frame of their appointment. The people that had limited time made their MCs aware of that and their MCs were generally very helpful with cutting the process short. Recommendation An Express Sign-Up option would help MC’s get through the paperwork as quickly as possible. We also recommend with the new system, that key time frames can be monitored more closely. For instance, once the prospect has signed the guest register we can time how long it takes for them to be seen by a membership consultant. This will give Goodlife greater visibility of customer wait times and how many staff they may need at peak times. A dashboard is recommended for receptionists and MCs to be able to view all prospects that are currently in appointments and waiting for appointments.

6.14 Internal Systems and Process Senior Mgmt: “Membership agreement info gets put into Clubwear manually and needs to automatically update. “ There are a number of issues with internal systems not talking to each other

- In Touch, Clubwear and Debit Success need to all talk to each other - The Guest register needs to be integrated with the other systems - The website (guest passes) needs to be integrated with the other systems - The Kickstart information needs to get pushed back into Clubware - The membership pass, including the photo needs to be generated by a single

system and by the MC. Ardent Leisure IT has documented the internal process for Onboarding and is reviewing the simplification of data entry.

6.15 Post-sale Senior Mgmt: “There should be a follow up for users who just joined. MCs should check how they go on their first couple of visits.” What we found

Customers did not generally mention the need for a follow-up from the MC. However, many we spoke to joined Goodlife because they were looking for extra support with their training. Recommendation MCs checking in with their new members in those first months would be an excellent customer service approach particularly, for users looking for extra support. One option is for the system to alert MCs at key attendance times for the customer.

6.16 Kick-start RSMs: “Should be selling early in the process - prior to timeline.” In the Senior Management stakeholder workshop there was some confusion around how the kicks-start’s are processed. What we found The process by which the kick-starts are given to the Fitness Director and then distributed amongst the trainers needs some work. We spoke to a couple of people that had to call to follow up their kick-start. One customer was actually privy to a conversation between two staff members: “Oh yeah, they’ve been really slack with the trainers getting back to people that have signed up for kick-start”. Recommendation The details about the customer’s kick-start need to be entered into the system automatically. A suitable kick-start process needs to be designed and tested with FD and PTs and rolled out nationally with the new tablet. The tablet can have prompts during the tour and elsewhere that now is a good time to mention the Kick-start.

6.17 Walk-Ins Vs Appointments Senior Mgmt: “Walk-ins are around 25% currently. Drop-ins are those who have interacted/been on a call but not made an appointment and they just rock up.” MCs: “Depends on the day, depends on the monthly promotions, differs depending on clubs (advocacy level, visibility from the street)”

MCs: “Majority of prospects coming in are walk-ins and referrals” MCs: “Majority of appointments come from referrals / internal campaigning (activations in club, games, incentives with current members etc)” What we found One receptionist estimated walk-ins to be as high as 50% when you included the weekend as well. We witnessed a high number of walk-ins and drop-ins during our contextual analysis: easily as high as 50%. The majority of people we spoke to for interviews that did join the club did not come from active referrals or calls from the MCs. They chose to contact the club because they had decided to join a gym.

6.18 Outreach Our experience found outreach to be quite limited. One club we spoke to seemed to do limited outreach within their own shopping centre. They had recently spoken to other businesses in the complex that didn’t know they were in the building although they had been there five years. Another high achieving club spoke about doing outreach within the shopping centre but that they did not get much further afield than that. We spoke to one guy that had a stand for his local business at a Goodlife Open Day and decided to sign up himself. Recommendation While the tablet can’t make people complete outreach, we can provide tools to user during outreach. We recommend that this be a phase 2 priority however, as outreach is not occurring that regularly. We recommend including some functionality for the tablet to be used during outreach. This would include:

- Ability to collect contact details - Directions to the gym - Map of gym layout with hotspots - Group fitness timetable and facilities

6.19 Customer Service Process MC: “The role of Onboarding is to help the MCs provide a great customer service experience whilst capturing information as necessary.” MC: “It's a customer service process from when they walk in the door.” What we found Generally, the people we spoke to were very happy with the customer service at Goodlife. The words “Made me feel comfortable” came up over and over again. Customer: “Some gyms make you feel inhibited” Customer: “She made me feel really comfortable and was really positive” MC: “True USP for Goodlife is the staff” In fact, a number of people had an exceptional experience with their MC. In some cases, they didn’t realise the MC was going to be so important in their process and ended up having a very positive experience. Goodlife were also generally, able to meet the challenge of making the customer think that signing up was their idea. RSMs: The challenge is to make the prospect feel like they're in control of the transaction. Customer: “It’s not what you can do for me, I’m the customer, its what I want” Customer: “I kind of drove it… I know what I want, I know what I like…” Customer: “She wasn’t pushy at all, which I thought was great.” There were two cases where a customer thought they were being pushed too hard. In one instance the customer said: “The first time I went in he pushed me a little too hard to sign up. I just want to compare two gyms and if I want to sign up I will. “ The second occurrence was the woman who was not told til the end of the sales presentation that she could not use her 5-day pass. The next day she left a message that she would not be able to make a follow-up appointment and the MC left three messages for her in 45 minutes. The customer felt harassed.

Senior Mgmt: The consumer today doesn't have the time/patience that the sales process was designed for. Consumers are coming in educated / having done research. And we found a number of these users in the people we interviewed. Customer: “I called, I even knew the deal I wanted and I told them I was coming down in my lunchbreak to sign up. I didn’t even take the tour and it was great that they let me do that.” There are points however, when the customer service process is falling down. This is largely because there is no sale involved, so no incentive for the MC. Transfer The person in the image below is undergoing a transfer. She is standing at reception filling out a form: There is no club tour or seeking referrals. It is worth noting that there are currently 5,000 transfers listed in Clubware.

Membership cancellation I witnessed a person cancelling their membership waiting for 10 minutes with nothing to do. They then waited for another 5-10 minutes while their paperwork was located. While

cancellations are not the top priority here, these people also have friends that might use Goodlife. Other customer service issues we identified and have already mentioned include the Facebook page, reception when it gets extremely busy and written response to emails. We also noted a couple of times where the 5 Day pass was not being honoured however, it is offered on the website for all clubs.

6.20 Process and Consistency Snr Mgmt: “Onboarding should be the tool to bring consistency across the country.” Senior Mgmt: “Onboarding must have a structure” What we found: We have identified a range of differences in the process that are occurring. The biggest difference we saw is that the process itself is often not linear. Customer 1:

- Came in on a free pass and did not work out that day – just met with MC - Came back to work out - Got a call and gave credit card details over the phone - Did not receive great follow through on his paperwork and had still not had his

photo taken Customer 2:

- Came in to ask about prices – was probably pretty standoffish - Had a tour first then sat down with the MC - Came back to do a free class - Tried to sign up but reception was too busy and so she left the club - Came back in the next day and signed up

Customer 3:

- Developed rapport on the phone - Came in and said “I want to sign” - Signed up while asking a number of questions - Then did tour

Customer 4:

- Sent an email about prices - Had an email conversation to agree on price with manager - Then came in and signed up

- Then did tour Onboarding must have structure but it also needs to be flexible to allow for customers that don’t take a linear journey to purchasing membership. Other differences in the process:

- Some clubs bring all the documentation at once for the prospect to sign while some bring the documentation in sections

- Some clubs have the photo taken and pass distributed that night while others will have the pass ready for the person to pick up the following day.

- Most clubs handing out PFPs to prospects while they wait for an MC. One club did not.

- Some clubs had photocopied versions of PFPs rather than the real forms. - One club had a photocopied version of the PFP, which the customer signed, but

they did not sign a guest register. - As already mentioned, there are inconsistencies around kickstarter. A process

needs to be developed and rolled out across all clubs.

REQUIREMENTS Below are Goodlife’s requirements from the Onboarding project. Primary requirements are those that are essential to appear on the tablet. Secondary requirements are optional.

7.1 The Tablet Primary Requirements

- The primary goal of Onboarding is to avoid entering details a number of times for the customer, the MC and the receptionist.

- Onboarding must cover all other areas of the MC presentation and contract. - Take the word “fitness” out of Onboarding – a lot of people don’t engage with

the word fitness (MC suggestion).

Pre-contact: - Once a prospect has contacted a club, they need to be in the system and that

data appears only once and is carried with them through the system. - Notification to MCs when prospect arrives. - Include a large screen in the MCs room that lists all upcoming appointments and

people waiting to see an MC (kitchen display).

In-club experience: - Contact details: should be passed through from the guest register and any

information previously in In-touch. - If the prospect is going to be handed the tablet on walk-in, look to include

suitable content. There have been a lot of recommendations for this: o Transformation videos o Training techniques o Group fitness classes o 12 week challenge o Social stuff (Bridge2Brisbane GL team) or upcoming events or past

events at gym. - PFP: include PFP and simplify the questions - Products & prices: needs to have flexibility for the different types of products.

o Show rack rate, and then be able to enter company (for corp rate). - Timeline: include the timeline without the photos - Contract – one contract type with one entry for DD and PIF and transfers

o Pre-exercise questionnaire, waiver, T&Cs (2 signatures - 1 x waiver 1 x contract)

o Photo for pass and for corporate - Referrals

o To be included further up the presentation

o Social referrals o Automatic SMS if phone number included o Email referrals

- If certain fields are not completed, this may need to be acknowledged by the MC and a notification is sent to the CGM / RSM for accountability.

- Kick-starts: System needs to automatically distribute kick-starts to FDs. Other content to appear on tablet:

- In personal contact details include their job title and company (helps with corporate recruitment)

- Class timetable - Map to show various locations of gyms - USP’s of Goodlife – determine how to best present these - Before and after photos, corporate photos etc…

Secondary Requirements

- Fitness calculator like “Golds” – scan fat, weight and height and start to deliver information about yourself. All this information can be used as data on your profile.

- Capturing lifestyle goals not related to fitness - Capturing music tastes - Staff profiles - If an appointment, send PFP for filling out via email prior - Stylus so you can draw on certain parts of the Onboarding (eg. price) - Consider having stands for tablets to avoid MCs getting neck and back strain - Use images of people that are admired and ask prospect which one they want to

look like. - If the user hands the prospect a tablet, the MC can track that user through the

GPS so will know where they are in the gym - Time tracking on the sales person to see how long they take to get to each

appointment – know how long each prospect is waiting for the MC to turn up.

7.2 Other Onboarding Considerations These are thoughts that came up through the “pretend to be another company exercise”. They are worth reviewing, even thought they may not have any direct relationship to the tablet app.

- Attendance award: if you come 3 times in the first week, get a prize!

- Program where MCs get notified when the new members visits on the first few occasions.

- Video wall at reception for prospects to watch. - Kiosk outside group fitness classes to review the timetables, show videos of

different classes and issue passes. - New member clap - First visit care package/post Onboarding gift: Grab a juiceboost on us when

you're walking out for the first time or after Onboarding - Doing Onboarding in different breakout areas around the Gym depending on the

type of user that you are talking to and their interests - Uniforms! – this came up with all staff – they would like more “gymmy”

uniforms. - HR Process – consider what can be done on the HR side to improve MC

retention. - Less like a sales process when prospect turns up – more pampering – like when

you go to get your hair done. - Workout Wednesday: All staff train together. Involved members and PTs - Having PTs on the gym floors more, giving free tips (would also pick them up

some new clients) - At reception include a screen with the latest class times: “Up next: Pump at

12:45pm. - Large screen on entry that is showing club timetables, classes, 12 week challenge

and transformations - You have a “host” not an MC – the idea of changing the name MC was raised a

couple of times - Acknowledgement of anniversaries and new members – this could be done on a

large screen or even a blackboard. It has an impact on the first impression for the prospect at reception.

- Incentivising staff to take on a role in retention and member care - All access key tag for lockers and retail purchases included - Have prospects conduct do their own gym tour with their phone or similar

device whereby they scan different equipment around the gym and they are shown more information about that item – like is being done in art galleries.

8.0 RECOMMENDATIONS User analysis has revealed that the device needs to be designed with the MC in mind as the primary user. It is the MC that will benefit the most by having the paperwork and double entry reduced. And it is the MC that will see the biggest results from the tablet. The customer is also very important but should be a secondary priority to the MC. The primary concerns of the Customer is ensuring the MC is listening to what they want and delivering that – rather than delivering things the prospect doesn’t want to buy. A number of the interviews we conducted with members had glowing reports about the Goodlife staff and the Goodlife atmosphere. These are the two primary USPs for Goodlife. Other recommendations include:

- Recommend the system is designed so that the customer is only being presented with the information that is relevant to them:

o Different PFP questions for different user types o Express sign-up for those looking to just join.

- Onboarding must have a structure but it also needs to be flexible as Onboarding is often not linear.

- Review what contact details need to be taken up front, and reduce these where possible – some users are not yet ready to purchase at this stage.

- The receptionist will be required to look up the prospect in the system and all information will be passed to the MC. Will ensure that prospects are not classified as walk-ins when they already exist in In-touch.

- PFP: review all questions in the PFP and target these to different user types - The Tour: Determine whether the PFP details can be submitted into system and

a tailored tour is then presented to the MC with highlight areas and USPs. It can also include kickstart and Referral prompts.

- Virtual tour – or floor plan with hotspots and videos. - Do not over invest in the timeline - The Tour: The MCs stipulated the tour as a time for bonding with the prospect

thus, there should not be too much content on the tablet that interrupts the tour. If the MC was to show content at this stage it would be better placed on a kiosk.

- New process needs to developed for kick-starts and introduced formally across organisation as tablet is rolled out.

- Transfers: ensure that membership transfers are also captured by the system - Cancellations: While its an Onboarding tool, we also need to review how

membership cancellations are treated by the system. - 4 Pillars: determine how these should be included

- Include option on website asking prospects for their preferred contact method. - Consider what elements on the website can help to give users a feeling for the

atmosphere at the gym. These include more photos and videos. - There has also been the suggestion of including the floor plan on the tablet. This

could also be helpful to include on the website – particularly for users looking to move because their current gym is too small.

- All MCs have access to email to respond to prospects

8.0 USER FLOWS Below we have provided options for the user flow:

1. Scenario 1: prospect is handed the device by reception a. Prospect walks into the gym and approaches reception b. The reception looks up the system to see if this person already has a

record. If they don’t she starts a record and enters their name. c. A tablet is passed to the prospect who signs their name and clicks accept

for the guest register. d. The receptionist tells them to take a seat in the lounge and follow the

prompts on the tablet screen. e. The prospect sits down – on the screen is a personalised welcome

message. If they have made an appointment, some of their content will already be populated. Otherwise they will start from the beginning, filling out their most important details.

f. If they finish filling out their details, the prospect will have the option of viewing other content on the screen such as transformation videos.

i. What other content appears? If we have decided what user type this person we can target them with specific content.

ii. If we don’t know what user type they are, we can show a range of material.

g. The MC turns up and he takes the tablet from the prospect. He has the option of mounting it on the stand or filling out the details on the table.

h. Does he need to log in to access other areas of the prospects account? i. The MC has finished filling out the details for the prospect. He clicks to

submit the details. j. He gets a screen that includes tour highlights he should focus on. It also

includes a mention of kickstart and referrals.

2. Scenario 2: the tablet is attached to the table in the member lounge. a. The prospect walks in and approaches reception. b. Reception looks them up and points to a table, telling her to take a seat

and review the screen. c. When she sits down she is asked to sign her name and click accept for

the guest register. d. She finishes the PFP and starts watching a video about a transformation

when she is approached by the MC. e. The MC swivels the tablet and finishes the PFP with the prospect. f. He unlocks the tablet and heads off on the tour with the prospect. g. When he comes back needs to sit in the same seat and re-attach the

tablet.

h. The benefit of this scenario is that the tablets are available for other customers to view content as they are part of the lounge.

In scenario 1 and 2, the MC does not have the tablet on them. That means, they will need some other digital device in the back room to view their appointments. In scenarios 1 and 2, I think the MC may need to log on to unlock the PFP and other areas of the PFP. Of are these areas available to the prospect to access from when they sit down?

3. Scenario 3: The device stays with the MC

a. The prospect comes in and approaches reception i. The receptionist has a docked device that the prospect signs

their name and clicks accept for the guest register. They are asked to take a seat in the lounge.

ii. In the lounge they need something to keep them occupied before the MC appears with the PFP – there is a large screen that is playing transformation videos and a video of the interior of the gym (including classes).

iii. The MC has the device on them – they were alerted when their prospect turned up and can immediately access their details in the system as they are walking to the reception area.

iv. The MC starts taking the prospect through the PFP. v. He carries the tablet with him as he walks around the gym

vi. They then come back to the lounge where they take a seat vii. The MC may do the timeline

viii. The MC then goes to the prices. He shows the rack rate. Different rates are on a drop down menu – there are corporate rates and rack rate and this month’s deal. He chooses an option from the drop down menu and the rate loads.

ix. What are we doing about drawing on the screen? Instead they use the drop down menus.

4. Scenario 4: the MC is using the tablet in club outreach a. Slightly different process if you're out of the club (converting leads out

of club). Using the tablets to gain names and numbers at events and outdoors.

5. Scenario 5: Multiple quantity appointments 6. Scenario 6: Presales 7. Scenario 7: renewals

Appendix 1: Mystery Shopping Goodlife Healthclub - Martin Place, Sydney CBD By Charlotte Bruton When I walked in I was asked to fill out my basic details on a one sided photocopied sheet of paper. Met by a very friendly member of the team who was well presented and immediately asked me why I was visiting and the reasons for wanting to join the gym. After 5 minutes of chatting we immediately took a 15-20 minute tour of the gym where I was showed all areas including pool and change rooms. I had already said I wasn't interested in classes - so these were not really discussed at all. When discussing prices I was only shown one document and this had 2 pricing options on it. Flexi & Saver. Immediately the sign-up fee and all administration fees were waived - I had not mentioned that cost was a problem at this point. I said I was potentially interested and I was offered a $199 deal which would start from the 1st October - 1st January. This deal was kept active for me for 4 days while I decided. I have since had follow-up calls every day and several text messages from the gym.

Mystery shopper – Queen St, Brisbane By Kiri James was asked to sign guest register and offered a seat in the waiting area – was asked to fill out pfp while I was waiting got a nice sales girl. She came over and asked me why I was in today. She took me through the pfp and asked me what my goals were. We talked for a while about what I was looking to achieve. I told her that I was doing rehabilitation exercises – she did not really know how to manage this situation suitably – they are not really equipped with providing advice to people with rehab requirements however. We went to do the tour – she took me on a bit of a museum tour – showed me the weights and tried to bond with me by confiding that she used to find the weights area quite scary. Showed me the TRX – with my condition I will never be able to do something like TRX so she missed the mark a bit here – she showed me the lockers in the change room and the different types of locks they use. After the tour I sat down with her and she showed me the timeline and asked how long I was looking at to achieve my goals. Now, I know that very few people are actually shown the timeline – I actually found her choosing to use it with me a little bit offensive. I didn’t want to be shown it. But she did actually follow the process. She then took me through the prices and told me the deal they had just for today. And I said I didn’t want to sign up today and asked what the prices were then generally – to be honest, I found the whoe price thing a bit confusing… she showed me so many numbers that by the end I was just confused as to how much it was actually going to cost me per month. I told her I wanted to think about it and she just let me leave without trying to push me into anything. Didn’t try to sell me kickstart which is good because of my rehab situation I wasn’t interested in it. OVERALL She pretty-well followed the process Didn’t try to oversell me Too much of a museum tour Didn’t understand rehab requirements very well so wasn’t able to really tailor the experience to my needs.

Secret Shop: Goodlife Queen St By Brett Aspel

Location Goodlife Queen St

Time of Day 2:00pm

Classes Running

None

Time in Club 30 minutes

Club Observations

Entry to club leads directly to reception desk. Reception desk and member lounge separate large cardio area from weights and main group fitness room Heading past cardio area, there is the smaller of two group fitness rooms. This room is geared towards smaller group fitness classes, TRX, boxing etc. Beside the group fitness studio is a locker area, most lockers are configured with electronic pinpads for access Past this area are the change rooms, with a shared relaxation zone – steam room and sauna. Going right from reception is the member lounge, a large group fitness room, then free and pin weights sections.

Greeting Warmly greeted by receptionist. I explained I was interested in finding out pricing and what the special summer deal advertised on front wall was. Receptionist asked me to fill in guest register while she called an MC I was directed to the members lounge and given a PFP to complete MC (Chris?) came out while I was just finishing filling in the front page of PFP.

Needs Analysis

Chris quickly established that I was interested in the club because I worked nearby (I told him I worked in Ann St for a government department), and told me that because I worked for the government I would get an awesome deal, so no need to worry about prices We discussed training, I positioned myself as stereotypical former active person looking to get back in to exercise after a long time off. Chris worked the top section of the PFP quite well, getting me to tick the areas I wanted to see improvement in and explaining how my selections aligned with the various colour coding options, and then explained how all of the group fitness classes use the same colour

coding. We then went on the tour

Tour Tour covered all areas, including free weights even though I mentioned I wasn’t really interested in free weights. Museum style – “this is what we have”, not “this equipment/area will be good for you because” We covered class timing in detail, as I mentioned I wanted to work out during my long government lunch breaks, and they have multiple classes between 12 and 2. Chris also reiterated the colour coding of classes.

Pitch After tour, we launched pretty much straight in to pricing – Chris explained the $199 promotion, and then went off to talk to his sales manager to get the government pricing. Because of the promotion, he used a colour photocopy of the promotional pricing instead of the normal back sheet of the pfp. At this point I explained I had to think about it, and finished up the presentation

Thoughts I thought the way Chris tied the questions on the PFP directly to the classes, and revisited that during the tour, was excellent. Without that, nothing else on the tour really tied back to the initial needs analysis.

Secret Shop: Fitness First Platinum Mermaid Beach By Nick Henry

Location Fitness First Platinum, Mermaid Beach

Time of Day 15:30

Classes Running Nil


Club Observations

Club was originally a Living Well. Small cardio area – less than 30 cardio machines Small Free weights area, they have a complete inventory of machines although contention for machines and space in peak times must be high. Tiny resistance machine area, space had been halved to make the Functional Training Area. Quality equipment. Good size Spin room.

Contact I called the club and enquired about joining. The receptionist immediately put me through to Pete the MC. Pete gave me a verbal feature list of the club and asked what goals I had. My response was weight loss and general fitness. He then asked if I have been a member of any clubs before. I said not for a very long time. I asked for the price and answered they have several options ranging between $19 and $26 per week and then quickly diverted to booking me in for a tour of the Club. We set a time for tomorrow and I gave no further details beyond my first name. Pete called a couple of hours before the booking to confirm, I moved the booking back a couple of hours which was no problem.

Greeting Male receptionist on duty. Pleasant greeting and asked to take a seat in the lounge. The MC came out after about 2 minutes of waiting. His name was Greg, Pete couldn’t make it. He was wearing gym typical gym clothing and didn’t at all seem salesman like, very relaxed.

History and Motivations

He asked about what got me down here today. I was just looking to get a bit more active and lose some weight. He asked me if I live in the area. Asked about previous gym experience.

I told him I had been a member of the Carindale Living Well at the time of acquisition; Greg seemed familiar with the club and told me about their recent refurbishment. Then we went into what facilities I expected to be using the most. I responded with I like weights and the odd class but I wasn’t really sure what was on offer now. Not really interested in the Cardio machines, apart from the rowing machine. Greg presented the Group Fitness Timetable, highlighting a few classes I’d be interested in. Greg started on the additional inclusions- Small Group Classes ran in the Functional Training Area, giving a good description and time table. Boot camps ran offsite down at Kurrawa at Broadbeach, 3 days a week during the summer months. Then PT packs that are available to new members

Tour The Tour began Into the Pool area and past the spas and saunas. Then in through the change rooms/toilets, showing the features such as the GAT lockers. Stopping at the GF time table. Upstairs into the Spin room, he pointed out the quantity of bikes and then into the GF studio. Then we went through Cardio area, we didn’t linger but he mentioned the Rower. Into the free weights he told me they had everything I would need. Onto the Functional Training Area. Then into the Resistance machine area. I mentioned that the area was tiny and that at peak times it must be challenging to get the machine you’re after. No rebuttal to that but they have a machine to work every muscle group you would need. Pointed out the PT board, mentioning that they are independent business owners operating in the club. Back down the stairs and he did ask if I was a swimmer at all and back out into the lobby.

Pitch He asked if there was anything more I’d like to know about and then unveiled the pricing. He assuming that I knew the setup feel had been reduced for the month (I mentioned I wasn’t a fan of the joining fee, to which he responded some clubs like Goodlife charge a joining fee and an setup fee) he marked that down alongside the home and platinum prices.

Then gave the limitations and benefits of each type of membership. Then he asked how I felt about that and if I was interested. I gave a price objection. He asked who I worked for to try and get a corporate rate but no Higher Authority pricing was offered. I said I might go and look at the new club at Burleigh, he said no problems and he’d give me a call in a few days to see how I got on.

Impression There was no real pressure on me to close the sale; he just presented the club and the prices. I walked out of there feeling like I went to the club to make an informed decision not to be sold a membership as a result I feel I’d be more inclined to return.

Secret Shop: Fitness First Robina By Brett Aspel

Location Fitness First, Robina

Time of Day 7:45am

Classes Running

None


Club Observations

Club is approximately 8 years old and was the first Fitness First on the Gold Coast Entry is via double automatic doors, with reception desk to the left, retail shelving (typical gym merch - backpacks, yoga mats, protein bars, water bottles etc.) to right. This club previously had automatic gates at reception that were triggered by a proximity reader on the turnstile reading the prox chip in the member card - these have been removed. From reception, a wide path runs the length of the building, with a large cardio area to the right, a small lounge area and free weights to the left. In front of the cardio area is the Small Group Training area. In front of the free weights section is pinned weight machines, and then a small TRX zone. Stairs in the TRX zone lead up to the mezzanine level, which contains 2 group exercise studios, a cycle studio, ladies work out area, and an open training area mainly used for stretching, and PT training. A row of cardio machines against the balcony railing look down to the main cardio area. On the ground floor, the rear left quarter of the building contains a 20m 4 lane pool. The rear right quarter contains the change rooms, and a unisex relaxation zone (steam room, sauna, and monsoon shower) that can only be access from either change room.

Greeting I was greeted by the receptionist, Tara. She did not identify herself but was wearing a name tag. I explained I was interested in having a look around the gym. Tara informed me there were no consultants (I cannot remember the exact title she gave them) in at the moment, they normally come in at 8:30, but she could give me prices. She then told me that membership was $42.90 a fortnight, but I had a couple of options.

We were then interrupted by a customer looking for their personal trainer. Tara started again, telling me there were "2 or 3" membership options I could take, and explained the Home and Platinum options. We were then interrupted by customers entering the club, who Tara had to scan membership cards for. One customer was told his membership wasn't valid - he said he was in there the day before without problems, she sent him on to train and told him to see her before he left. Tara then began explaining the third membership option - National non platinum. At this point Tara told me that her Club Manager had arrived, and he would take me on a tour.

Tour James introduced himself and asked my "what brings you in today?" I explained I was looking to start exercising again after a few years off. He asked why I had stopped before, I explained because I was commuting to Brisbane, he clarified that that was no longer the case and we began the tour. The focus of the tour was clearly not on equipment (we didn’t even enter the free weights zone). James focussed on membership benefits included in the cost of membership, such as Small Group Training classes - we discussed the three different types of classes and the benefit for new members of being able to join these classes and working with a PT. We discussed my preferred training times, I said 7am - 8am. We then moved to the TRX area and he demonstrated some TRX exercises while also outlining that while I was free to use the TRX equipment any time, they also ran SGT classes for TRX as well. We went up to group training studios, which were not in use, we did not enter them. We spent a few minutes discussing the group fitness timetable, I explained I never did any of the group fitness classes when I was previously a gym member. James described all the class types. I pointed out that there were no classes in the timeframe I was looking to train, so James described the 6:30am classes in detail We then moved to the main studio's timetable wall, which also includes cycle studio times, had a quick run thru of that list, and then entered

the cycle studio Cycle studio was the darkened room style, James said all new bikes had been installed 3 weeks before at a cost of "over one hundred thousand dollars’ worth of bikes". He pointed out that two 7:15am classes had recently been added and that these would fit in well with the times I had mentioned earlier. We then wandered down the stairs, past the pool, through the men’s change rooms, where James mentioned the keyless lockers activated by membership card, and then in to the relaxation zone - new sauna recently installed. This wrapped up the tour and we moved back to the lounge area.

Pitch After sitting down, James went to his office and returned with a Fitness First version of a PFP document. We ignored all the questions and went straight to pricing. Pricing language and layout was different to what had been mentioned by Tara at reception - while she had mentioned fortnightly prices, the pricing sheet described weekly dues. An additional Joining Fee of $75 was listed on the sheet. James said that due to a promotion running for the current month, that fee would be "halved" to $35, he didn't write this down on the form though until later. James asked if I had been to the Platinum club at Mermaid, and I said no but I was thinking of dropping in. He said I should definitely do that as it’s a different style of club, smaller but with more relaxation and pool features, including 2 spas. Once again, the focus seemed to be on the added benefits of group training included in the cost, with an additional focus on how the platinum membership, which allows access to the Platinum club at Mermaid beach, essentially doubled the number of classes available. James then went on to describe how included in the membership cost was Boot Camps, which run in Spring Summer and Autumn and are run on different days by both clubs - once again highlighting how the Platinum Membership doubles the benefits of the inclusions. I asked James about other Fitness First clubs apart from Robina and

Mermaid, and he mentioned that there had previously been a club in Southport but it was underperforming and sold off. James then described at great length the simplicity of putting memberships on Hold ($10 a fortnight "hold fee" if on the standard membership, $2 a fortnight hold fee if on the flexi membership - very popular with the FIFO types according to James). He also explained how cancelling a membership was also straight forward, even if still under contract ($75 fee if still under contract) and how this had improved from when I was a member in the past. I asked James if there was any discount if I was a student, he said only if I was full time which I said I wasn't. He then said there were one or two corporate discounts available, for Suncorp and the police force, but otherwise there really wasn’t any way to get a discount We then recapped the pricing, and James asked if I had time this morning to head over to Mermaid, I said sure and he told me he would call ahead for me. Stood up, shook hands and I left.

Secret Shop: Fitness First Platinum Mermaid Beach By Brett Aspel

Location Fitness First Platinum, Mermaid Beach

Time of Day 8:25am

Classes Running Zumba RPM


Club Observations

Club was originally built as Living Well Health Club operated by Hilton before being taken over by Fitness First and rebranded as Fitness First Platinum Entry is via double automatic doors, which lead into a large entry/reception room. Lounge area is to the left, reception desk is to the right. There are no exercise areas visible from the reception room. From the reception area, the rest of the ground floor is dedicated to offices, change rooms, and the pool area. The pool area can be accessed from reception or via the change rooms. Pool area contains a 25m pool, 2 spas, 2 saunas, and 2 steam rooms. Entrance to the change rooms is between the spas and saunas. From reception or from the change rooms, customers reach a set of stairs and lift that leads up to the actual gym level. The stairs lead to the group fitness studios, there is one normal studio for all group fitness classes, and one cycle studio. The cycle studio has glass walls and windows and is much brighter than a typical RPM studio. Going past the lift and the studios, the rest of the gym is essentially one large room, cardio equipment in the centre, a small free weights area along one wall, tiny pt training area along the next wall, equally small SGT area across from it, pinned weight machines taking up the rest of the available space. The gym area is essentially the size of the weights area of the Robina club, probably even a bit smaller.

Greeting Three receptionists on duty. Different uniforms to other staff. Greeting was very bubbly, I said I was there to have a look at the club and another receptionist asked if James had just sent me up, I said yes and she told the receptionist who had greeted me that I was to see Greg. The receptionist who greeted me then asked me to take a seat and

immediately dialled Greg, she very excitedly said Brett was here to see him, and then under her voice as I walked away "I think he is just here to look around"

Tour The tour was a museum tour, there was no discussion of benefits, no talk about services etc., the only thing that really popped up was when we were discussing RPM, Greg mentioned "we could always introduce you to the trainer an explain that you're popping in to try the class and will probably leave early, because if you get up and leave half way thru they tend to worry that something might be wrong". Other than that tour was "this is our pool, it’s a full 25m… these are our two steam rooms… and here are our two saunas. The spas are there and they are quite nice"…

Pitch There was no pitch really, other than to write his phone number down on the group fitness class timetable.

Fitness First - Kings Cross, Sydney By Charlotte Bruton I was met by someone who asked me to fill out my details on a 4 sided printed form. That person then had to carry out a class so I was handed over to a new person who took me through the gym in about 10 minutes. She asked me questions about my health and previous exercise regime as we walked around and informed me of the small group workouts that take place every day. We then discussed why I wanted to join the gym, and Fitness First in particular. She seated me back in reception and we went through 4 different price options. There was a deal on the sign-up fee which was $35 instead of $70. We discussed prices and deals for around 15 minutes and I said I would come back to her within 24 hours. No other deal were made to ensure I signed up on the day. I was not informed of any additional extras other than that I could visit all of the Fitness First gyms in Australia.

User Research Report

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