Market study: Fitness, Health and Wellness



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© Copyright Envision SBS. 2006. All rights reserved. Protected by the copyright laws of the United States & OR DISCLOSE TO ANY OTHER PARTYCT IN HARD COPY OR DIGITAL FORM. ALL OFFENDERS WILL BE SUED IN A COURT OF LAW.



© Copyright Envision SBS. 2006. All rights reserved. Protected by the copyright laws of the United States & Canada and by international treaties. IT IS ILLEGAL AND STRICTLY PROHIBITED TO DISTRIBUTE, PUBLISH, OFFER FOR SALE, LICENSE OR SUBLICENSE, GIVE OR DISCLOSE TO ANY OTHER PARTY, THIS PRODUCT IN HARD COPY OR DIGITAL FORM. ALL OFFENDERS WILL BE SUED IN A COURT OF LAW.


© Copyright Envision SBS. 2006. All rights reserved. Protected by the copyright laws of the United States & Canada and by international treaties. IT IS ILLEGAL AND STRICTLY PROHIBITED TO DISTRIBUTE, PUBLISH, OFFER FOR SALE, LICENSE OR SUBLICENSE, GIVE OR DISCLOSE TO ANY OTHER PARTY, THIS PRODUCT IN HARD COPY OR DIGITAL FORM. ALL OFFENDERS WILL BE SUED IN A COURT OF LAW.


MARKET STUDY:

Fitness, Health and Wellness

Prepared for:



College of San Mateo (CSM)
Prepared by: Kurt Atherton – Club Management Concepts (CMC)

2/18/07


MARKET STUDY OUTLINE



1. Introduction


A. OBJECTIVE

This report contains the results of a market study conducted by CMC and is designed to identify the general characteristics and size of the Fitness, Health and Wellness market surrounding the College of San Mateo (CSM). In addition, this study looks at benchmarking and trends that exist within the markets of Fitness, Health and Wellness as a means of providing important decision support for CSM. These markets include those that relate primarily to consumer based, preventative Fitness, Health and Wellness. In particular, the study seeks to characterize and quantify trends and benchmarking that are relevant to identifying CSM’s opportunity and ability to develop and deliver programs and services in the areas of Fitness, Health and Wellness for the Student, Faculty and Community based markets it serves. The information analyzed as part of this study was then used to create specific recommendations included in this report for facility design and program/service structures that are most likely to address both the needs of CSM and the communities that CSM serves.






B. APPROACH AND METHODOLY

For this task, CMC compiled and analyzed relevant general market data as well as fitness, health and wellness industry specific information from a broad range of information sources that are known to be applicable for the task objectives. These sources include demographic studies for a 1, 3 and 5 mile radius as well as a competitive analysis of “like” facilities and programs within this same geographic radius. Personal tours and visits as well as general and specific internet information searches were conducted. There has been a significant effort to look at industry benchmarking and trends to help both drive and support decision making. In particular we want to correlate these trends with success benchmarking and use these correlations to support our recommendations and any subsequent decision making.



CMC’s strategy has involved:


  • Developing search strategies that yield general market information and specific data elements relative to the Fitness, Health and Wellness markets in general and specifically for the purpose of creating and supporting facility, program and service recommendations to CSM.




  • Implementing the searches;




  • Filtering and organizing the obtained information in a manner consistent with its intended use;




  • Analyzing the resulting information relative to the study objective;




  • Presenting the resulting analytical output in a concise manner that is most informative to CSM management and consultants


C. THE TEAM
The project team for CMC consists of Kurt Atherton, project manager (bio available upon request) in addition Kurt has relied on the expertise of Judy Webster, fitness, health and wellness expert (bio available upon request) and Dave Cameron, finance professional (bio available upon request), both of CMC. Judy contributed primarily in the areas of data collection, trend analysis and benchmarking while Dave has supported the development and analysis of the financial pro-forma’s included in this report.


2. Executive Summary
In January/February 2007, CMC conducted a market research study to identify and report on market factors, conditions and considerations that would support CSM in decision making relative to Facility Design and Development, Program Design and Development and those Operating Models most likely to achieve success in the CSM Fitness, Health and Wellness marketplace. The following questions reflect those areas of inquiry that were found to be most relevant to our task:


  • Who is the target market? - For membership and programs it is Individuals living, working and/ or commuting within a 5 mile radius who are between the ages of 5-84 with household incomes of ≥ $35k for programs and ≥ $50k for membership and who either currently have a predisposition toward healthy lifestyle behavior or can be reasonably expected to become motivated through effective education and programming to adopt healthy lifestyle behaviors.

  • How big in terms of potential members/participants is the target market? The target market for Fitness, Health and Wellness membership is determined to be over 11,000 individuals within the target radius and population. Pro-forma membership goals are 1200 and program goals are 2500 representing only a fraction of the “available market”.

  • What membership options, facilities, programs and services do potential clients want? - Month-to-month memberships of a reasonable price for themselves and/or their families with no contracts and low barriers to entry (reg. fees) and exit. Members want efficient, well equipped (no waiting) cardio areas, open stretching and functional fitness areas, group exercise/fitness areas. Members want to play sports and train for sports and leisure activities in a safe, informative and moderately comfortable environment. Facilities must be clean and safe, luxury is non essential and “if I have to pay for it I don’t want it”. Members want programs that are time efficient and which focus for their personal goal achievement.



As reported in IHRSA’s 2004 trend analysis here are the top reasons why individuals participate in organized Fitness, Health and Wellness programs



  • How likely would potential clients be to buy these memberships, programs/services? Based on market growth and demand, very likely. Our data reveals that there are 10 x’s the number of Likely buyers or joiners in the CSM marketplace

  • How much will potential clients be likely to pay for programs/services? Membership pricing of $49/month for single membership with an average registration fee of $50 is recommended based on benchmarking. Program costs will vary depending on the program but when revenue is viewed on a per participant per year basis there is benchmarking and expectation that an average of $ 160 per member/participant per year is attainable

  • What would membership and program operating pro-formas look like? Please refer to the operating pro-formas provided as a separate e-mail attachment

  • What are the facility requirements necessary to provide programs/services? Please refer to section 6 – Facility for some indications of desirable facility features

  • Who are the main competitors? Commercial Athletic Clubs, Community Centers, Hospital based fitness/wellness centers/programs and specialty centers (curves, personal training studios, sports training facilities, etc) Please see “Attachment B” for more detailed information on competitors. The area within a 5 mile radius of the CSM campus has several keen competitors including the Peninsula YMCA, Equinox, Primetime Athletic Club, the Peninsula JCC and Optimal Fitness all within an approximate 5 mile radius but none within a 2.5 mile radius.

  • What are the barriers/challenges to short/long term operational success? Parking is the biggest issue to study and overcome It is estimated by CMC that, based on the membership and program participation concluded by the pro-forma there will be a peak demand for parking between the hours of:

    • 6:30am-9am m-f

    • 11am-1pm m-f

    • 4pm-8pm m-t

    • 4pm-7pm f

    • 8am-12pm s&s

During peak demand times it is estimated that between 40-60 additional/incremental cars will need parking availability.

This demand is generally spread in the following fashion:



- 10% will use treadmills
- 10% ellipticals
- 10% bikes (recumbent and uprights combines)
- 10% steppers, UBE's, step mills, rowers, Waves, etc.
- 30% taking group exercise related classes: spinning, yoga, main group ex classes
- 10% gymnasium
- 20% pool (laps, free swim, group aquatic classes)
In addition operational execution will be critical to any membership and program success. There is a general suggestion to consider outsourcing key elements of the operation to a professional management organization or to consider some form of support management. Other barriers are increased competition from a yet unknown entity or entities, an unforeseen and lengthy economic downturn and a natural disaster.

  • Does CSM have a competitive advantage(s)? Absolutely, the market in general is hungry for credibility in the Fitness, Health and Wellness space, CSM can provide this. There is an opportunity to be a “first mover” in this specific marketplace as the competitive analysis shows but real opportunity is to move with facilities, programs and services that are well benchmarked and tailored to fit the needs of the CSM student, Faculty and surrounding Community


Majors Points



  • There is an opportunity to provide for the needs of CSM students, faculty and the community at large in the areas of fitness, health and wellness within the 5 mile radius surrounding the CSM campus. There is virtually no competition within a 2.5 mile radius of the proposed new facility with population levels approaching 100k in this same region.

  • There is an increasing general market demand for quality, educationally based Fitness, Health and Wellness programs and services in our society and specifically in the Bay Area of Northern California

  • Programs and memberships that credibly and effectively address weight management, stress management, health management and, in general, lifestyle management will have greater likelihood of success in today’s and future markets.

  • Programs and memberships that address adolescent, aged adult and special needs populations will be valued by the CSM community and will have a greater than normal likelihood of success.

  • Accommodating functional fitness and functional training needs are major industry and facility trends that should be addressed to increase the likelihood of success

  • Coaching and Personal training are becoming increasingly popular and should be a major focal point of any Fitness, Health and Wellness membership/program at CSM.

  • Fitness, Health and Wellness Facilities should have ample open space to accommodate multiple individual and group related activities, be flexible in their use and efficient in dealing with high volumes of traffic and usage.

  • Fitness, Health and Wellness Facilities will benefit from providing both recreational and sports related activities for members and program participants

  • CSM parking is an important consideration and should be studied in detail as part of any facility or program decision making process. There is a projected incremental parking demand based on new facilities, membership and program participation estimated at 40-60 cars.

  • Operational execution is vital to any business success and as it relates to Fitness, Health and Wellness centers in particular where customer service is a premium.

  • Future and further effort should be put into the decision to partner with a professional organization(s) to provide direct facility/program management or management support


3. Opportunity Defined


© Copyright Envision SBS. 2006. All rights reserved. Protected by the copyright laws of the United States & Canada and by international treaties. IT IS ILLEGAL AND STRICTLY PROHIBITED TO DISTRIBUTE, PUBLISH, OFFER FOR SALE, LICENSE OR SUBLICENSE, GIVE OR DISCLOSE TO ANY OTHER PARTY, THIS PRODUCT IN HARD COPY OR DIGITAL FORM. ALL OFFENDERS WILL BE SUED IN A COURT OF LAW.


CSM appears to be positioned strategically to address both broad and specific needs within the Student, Faculty and Community populations related to Fitness, Health and Wellness.


The opportunity exists to:


  • Develop physical facilities capable of supporting programs and services that are clearly in market demand

  • Leverage CSM’s academic focus and credentials to differentiate from the general Fitness, Health and Wellness market

  • Develop and deliver a Fitness, Health and Wellness membership and program structure that can be used by students, faculty and the community simultaneously and cooperatively

  • Partner strategically with local professionals for program and operational support and excellence

  • Further enhance the CSM brand by providing relevant Fitness, Health and Wellness programs and services to a community/society in need



© Copyright Envision SBS. 2006. All rights reserved. Protected by the copyright laws of the United States & Canada and by international treaties. IT IS ILLEGAL AND STRICTLY PROHIBITED TO DISTRIBUTE, PUBLISH, OFFER FOR SALE, LICENSE OR SUBLICENSE, GIVE OR DISCLOSE TO ANY OTHER PARTY, THIS PRODUCT IN HARD COPY OR DIGITAL FORM. ALL OFFENDERS WILL BE SUED IN A COURT OF LAW.




4. MARKET SIZE


  1. Membership Target Market Area Definition

The membership target market (TM) is defined as those individuals between the ages of 15-74 with average household income of ≥ $50k that live and/or work within a 5 mile radius of CSM as well as those individuals that commute within a 1.61 mile radius of CSM. Fitness, Health and Wellness industry specific data (IHRSA™ likely joiner data, 2004) is used to further stratify and define the TM. This IHRSA data suggests that for the Northern California region, which includes that 5 mile radius surrounding CSM, there is an expectation that 18.9% of all individuals between the ages of 15-74 are likely to belong to some form of organized Fitness, Health and Wellness membership.
The following spreadsheet represents the extrapolation of the Demographic data (included as “Attachment A”) and placed in the form of a Membership Market Analysis.
This analysis is designed to look at key demographic data and systematically apply stratifiers for:

  • Age = 15-74

  • Income = ≥ $50k household income

  • IHRSA “likely Joiner” data = 18.9% of population between 15-74 with household income ≥ $50k







Market Analysis - Monthly Membership




CSM




 

 

 

 

 




 




 

1 mile radius




3 mile radius

 

5 mile radius




Total




Description

%

Count




%

Count




%

Count




 




 




























 




Residents




























 

1

Total Population




9,672







108,343







221,488




 

2

Total Population within Market Zone




9,672







98,671







122,817




 

3

Meet Target Income ($50K+) & Age (15-74)

73.5%

7,109




73.8%

72,819




74.7%

91,744




 

4*

"Likely Joiners" (18.9%)

18.9%

1,344




18.9%

13,763




18.9%

17,340




32,446




 

 

 

 

 

 

 

 

 

 

 




Commuters




























 

5

Within 1.41 miles




380,909






















 

6

"Likely Joiners"

1.0%

3,809






















3,809




 



 

 

 

 

 

 

 

 

 




Workforce




























 

7

Daytime Population - Total




8,201







46,972







124,933




 

8

Daytime Population within Market Zone




8,201







38,771







77,961




 

9

"Likely Joiners"

5.0%

410




2%

775




1%

780




1,965




 




























 

10

Total "Likely Joiners"













Residents + Commuters+ Workforce =

38,220




 




























 

11

Total Club Capacity (Competitors)




-







7,450







19,015




26,465




 




























 

12

Available "Likely Joiners"













Total "Likely" Joiners - Total Competitors =

11,755

13

Member Target




























1,200

14

% Penetration Required to Make Membership Goal

























10.21%

15

Buyers/Target Membership

 

 

 

 

 

 

 

 

 

9.80








































*based on IHRSA stats 2004 - 18.9.9%































Notes to Membership Market Analysis-




  1. Total population within a 1, 3 and 5 mile radius of CSM

  2. Discrete total population within a 0-1, 1-3 and 3-5 mile radius

  3. % of population after startifiers are applied

  4. # of “Likely Joiners” after IHRSA derived 18.9% stratifier is applied

  5. Commuters within a 1.6m radius of CSM

  6. “Likely Joiners” from total commuters after discount factor is applied based on redundancy with above data

  7. Total workforce population within a 1,3 and 5 mile radius of CSM

  8. Discrete workforce population within a 0-1, 1-3 and 3-5 mile radius

  9. “Likely Joiners” from total workforce population after discount factor is applied based on redundancy with above data

  10. Lines 4, 6 and 9 summed as “Total Likely Joiners”

  11. Total “likely Joiners” that are already assumed members of existing competitor facilities and projected future facilities as represented in the table below

  12. Line 11 subtracted from line 10 to equal “Available Likely Joiners”

  13. Target membership as determined by the Membership operating pro-forma found on page of this document

  14. The % of “Available Likely Joiners” required to reach pro-forma membership goal

  15. The ratio of “Available Likely Joiners” to projected members

The Following is an extrapolation of data from the competitive analysis included as “Attachment B” and designed to represent the % of “Likely Available Joiners” (line 11 from above table) that are currently being serviced by competitors that exist within a roughly 5 mile radius of CSM. There is also an allowance made for a “new” competitor that is yet to exist but whose presence should be viewed as inevitable.




Competitors

Capacity

Discount factor

Competitive value

Distance From Site (miles)

Existing










 

Jazzercise

500

0.6

300

2.32m

Planet Granite

1500

0.7

1050

2.64m

San Mateo Senior Cntr.

1000

0.5

500

2.7m

Peninsula Family YMCA

7000

0.8

5600

2.88m

Slender Lady of San Mateo

500

0.5

250

3.02m

24 Hr Fitness Sport

3500

0.5

1750

3.55m

Equinox

3000

0.5

1500

3.6m

Evolve

500

0.5

250

3.69m

Curves - 3 facilities

2250

0.5

1125

3.78m, 4.55m, 5.16m

Mills Health Center San Mateo

1000

0.4

400

3.95m

Junior Gym of San Mateo

500

0.4

200

3.98m

Gold’s Gym San Mateo

3000

0.5

1500

4.22m

Bay Area Fitness/Diesel Fitness

3000

0.5

1500

4.91m

Optimal Fitness

600

0.4

240

5.05m

Prime Time Athletic Club

7000

0.5

3500

5.11m

Peninsula Jewish CC

8000

0.5

4000

5.28m

New

4000

0.7

2800

2.5m

Total

46850

 

26465

 



  1. Program Participation Target Market Analysis

This table of information follows exactly the same process as the Membership Market Analysis with the following changes to market stratifiers that are applied to total population data

    • Age – 5-84

    • Income - ≥ $35k average household income

    • Likely Participant” data = 25% of population between 5-84 with household income ≥ $35k






Market Analysis - Monthly Membership




CSM




 

 

 

 

 




 




 

1 mile radius




3 mile radius

 

5 mile radius




Total




Description

%

Count




%

Count




%

Count




 




 




























 




Residents




























 

1

Total Population




9,672







108,343







221,488




 

2

Total Population within Market Zone




9,672







98,671







122,817




 

3

Meet Target Income ($35K+) & Age (5-84)

93.0%

8,995




91.7%

90,481




92.0%

112,992




 

4*

"Likely Joiners" (18.9%)

18.9%

1,700




18.9%

17,101




18.9%

21,355




40,156




 

 

 

 

 

 

 

 

 

 

 




Commuters




























 

5

Within 1.41 miles




380,909






















 

6

"Likely Joiners"

1.0%

3,809






















3,809




 



 

 

 

 

 

 

 

 

 




Workforce




























 

7

Daytime Population - Total




8,201







46,972







124,933




 

8

Daytime Population within Market Zone




8,201







38,771







77,961




 

9

"Likely Joiners"

5.0%

410




2%

775




1%

780




1,965




 




























 

10

Total "Likely Joiners"













Residents + Commuters+ Workforce =

45,931




 




























 

11

Member Target




























2,500

12

% Penetration Required to Make Membership Goal

























5.44%

13

Buyers/Target Membership

 

 

 

 

 

 

 

 

 

18.37








































*based on IHRSA stats 2004 - 18.9.9%






























Notes to Program Participation Target Market Analysis-


1. Total population within a 1, 3 and 5 mile radius of CSM

2. Discrete total population within a 0-1, 1-3 and 3-5 mile radius



  1. % of population after startifiers are applied

  2. # of “Likely Participants” after 25% market stratifier is applied

  3. Commuters within a 1.6m radius of CSM

  4. “Likely Participants” from total commuters after discount factor is applied based on redundancy with above data

  5. Total workforce population within a 1,3 and 5 mile radius of CSM

  6. Discrete workforce population within a 0-1, 1-3 and 3-5 mile radius

  7. “Likely Participants” from total workforce population after discount factor is applied based on redundancy with above data

  8. Lines 4, 6 and 9 summed as “Total Likely Participants”

  9. Target participants as determined by the Program section of the Membership operating pro-forma found as a separate attachment of this document

  10. The % of “ Likely Participants” required to reach pro-forma membership goal

  11. The ratio of “ Likely Participants” to projected members


5. MARKET OVERVIEW AND TRENDS
There are several examples of facilities, programs and services in our benchmarking study that should serve as inspiration to CSM both in terms of the possibilities that exist and also in terms of illustrating the keys to proper facility and program development and execution.
The following is a summary of the information found in the benchmarking study:
Gold standard programming in the health/fitness/wellness market exhibits a number of defined characteristics which contribute to the success of these programs. Whether they are found in colleges, universities, community centers, health clubs, YMCAs, or JCCs, all have the following four factors in common:


  • Lifespan Approach: Rather than focusing on fitness for adults or current exercisers, these programs utilize a Lifetime Approach to health, fitness, wellness. They include the traditional sports and athletics, but also enhance these programs with deep recreation, leisure and social activities that can be pursued throughout the lifespan, not just when one is in a formal sports or athletics program or only when one is a college student.




  • Integration: Programs an integrated approach to the individual’s health, fitness and well-being which includes not only the more traditional physical fitness but also has a mind/spirit focus (CAM, yoga, meditation, aesthetics, spa etc.)




  • Tailored to the Individual: One size does not fit all and Gold Standard programs know this. Expanded specialized programming is geared to meet the unique needs of different age and cultural groups. A behavioral health approach is used to refine programs to be able to engage the individual specific to their personal characteristics. Successful programs start this approach young…..sometimes beginning classes at the age of 3 months. In addition, some form of health coaching is integrated into these programs to support the unique needs of the participant in an ongoing manner.




  • Community Environment: Gold Standard programs create not only a physical/facility environment supportive of wellness/fitness but a social and community “environment” as well. They take a social-ecological approach understanding that health, wellness are result of individual, interpersonal and environmental factors. This approach is threaded throughout entire program experience.

Organizations that are able to provide these types of programming possess a variety of assets that support their ability to function at this elevated level. The following core areas of capability are consistently demonstrated by Gold Standard program providers:




  • Staff who are generalists with specialist knowledge. For example, personal trainers highly trained in principles of personal training but also specialists in fitness for children, functional fitness, medical fitness, senior fitness etc.




  • Staff who experts in behavioral health principles and understand barriers to engaging in health behavior change as well as motivational principles, behavioral profiling and health coaching.




  • Facilities which invite community involvement and participation eg including walking paths, recreational and social areas etc.




  • Facilities that include multi-purpose areas eg children’s gym whose floor can be used for a roller rink. A café which can be used as a commissary at night to provide corporate and/or events catering for the following day as an added revenue stream

  • Programs and facilities that are wired to support management’s need for tracking/reporting, financial and outcomes measurement, to enable individual participant’s to manage their own health and fitness e.g. tracking their personal workout program, monitoring their progress, motivational messaging and health coaching, and to support each other via virtual communities with like interests and needs




  • The ability to incorporate a community/family-oriented approach of social, athletic, spa, medical, and educational components across programs and facilities.


Trends:
A complex and multi-dimensional array of trends is seen to be driving the future of the health, fitness and wellness industry. These factors are expected to be a significant formative influence on the design and development of future facilities, programming and services for this market sector.
While these trends are important driving factors for the future of health, fitness and wellness in general, they also present great opportunity to organizations that are able to recognize their impact and seize the opportunity to use these forces in providing future health, fitness and wellness programs and services.
There are important conclusions to draw from these trends that can impact the future success of Skyline College and the College of San Mateo in serving their students, their faculty and the surrounding community. These trends tell us what successful facilities will seek to offer and what elements will be critical to the Gold Standard programs of the future.

Some key trends and related opportunities include the following




  • The trend of taking an Integrated “lifestyle” approach to individual health, fitness and wellness rather than current single program methodology where one risk is addressed at a time e.g. only a smoking cessation class or using a personal trainer has implication for how programs are designed. Under this approach, individuals will enroll in a lifestyle program rather than a weight management seminar or a aerobics class. Rather, the program will address all areas of an individual’s life throughout the offering. The program will not have a defined ending point, but will include a structured and ongoing maintenance phase to continue and support the health improvement that the participant has achieved. The conclusion and opportunity presented is that organizations should adopt this approach when designing future programming.




  • On line health coaching will be in high demand in the future of the health and wellness industry, Companies bolstering programs with individualized online programs with more robust coaching options will realize increased utilization and outcomes success. Therefore, Health coaching key component of successful wellness programs in the future. (Triple Tree Health and Wellness Industry Analysis, 2006). From this, we conclude that health coaching should be integrated as part of any health, fitness, and wellness behavior change program and that an investment in the technology to support this approach should be included in program and facilities design.




  • The market for training, certification and continuing education for health and lifestyle coaches, managers, and coordinators continues to grow. Colleges are presented with an opportunity to help meet this demand by developing and offering certificate programs, associate and undergraduate programs in these areas.




  • Baby Boomers investment in health/fitness/wellness including disease prevention, risk reduction, aesthetics, and spa treatments constitutes increasing market will continue to grow. Based on the number of Baby Boomers with disposable income and the fact tat they are the first generation to think they don’t have to age ungracefully and have attitude and desire to stay active so they can continue to enjoy their current lifestyles this presents a significant market opportunity for providing these services and the facilities to support them. A significant conclusion in this sector is that future health, wellness and fitness programs, services, and facilities should be designed to be attractive to Baby Boomers.

They also drive the continued trend of expanding Medical Fitness Facilities. Skyline and the College of San Mateo should design future facilities and staffing models to support a Medical Fitness component to their programming mix.


The growing importance of leisure and quality of life to Baby Boomers will drive popularity of fitness, sport and recreation programs that connect individuals in a social environment. This should also be considered when designing future Boomer friendly facilities.
Aging Baby Boomers also create a market for fitness clubs and wellness centers to develop medical alliances in order to provide creditable medically based programs in the club/wellness center environment e.g. functional fitness, adaptive fitness, Aquasize for 50+, exercise for diabetes etc. Colleges without such alliances should seize the opportunity to do so going forward.
An aging population also is more drawn to “passive” fitness programs e.g. yoga, pilates, stretching and flexibility. As this population continues to grow, additional dedicated space needed in facilities to accommodate these activities and should be designed into future sites.


  • Ongoing and increasing support and funding for childhood obesity and physical inactivity. Future programming and facilities should be specifically designed to address these health risks in children.




  • Performance training and programming for all age groups; high school, college, weekend athletes, professional athletes continues to grow in popularity and demand. However, Gold Standard programs are more that “skills and drills”. In addition, the popularity of traditionally male fitness domains is increasing in popularity for girls and women, e.g. Examples: sports, team sports, weight training, iron “man”, endurance events and competitions. Youth sport and recreation programs continue to gain in popularity, participation and expand (example: youth soccer). Accompanying this is increased interest in performance training, and one-on-one personal training for these activities in the youth market. Youth fitness training and personal coaching will expand to encompass other lifestyle health areas, not just athletic, sport and fitness areas. Parents increasingly support lifestyle coaches for their children as well as themselves. There is huge opportunity for organizations to develop facilities, staffing and science based performance training for these groups.


6. The Facility – A Look Ahead


© Copyright Envision SBS. 2006. All rights reserved. Protected by the copyright laws of the United States & Canada and by international treaties. IT IS ILLEGAL AND STRICTLY PROHIBITED TO DISTRIBUTE, PUBLISH, OFFER FOR SALE, LICENSE OR SUBLICENSE, GIVE OR DISCLOSE TO ANY OTHER PARTY, THIS PRODUCT IN HARD COPY OR DIGITAL FORM. ALL OFFENDERS WILL BE SUED IN A COURT OF LAW.


Based on current and predicted trends in health, fitness and wellness, today’s fitness center may look somewhat different 5 years from now.




  • Members entering the front door will be greeted by signage for the “Wellness Lifestyle Center” rather than “Health Club” or “Fitness Center”.




  • To attract the entire community, the center will have an overall non-intimidating, look and feel and be a social environment to meet friends, exercise, take classes, recreate and reach for a higher quality of life.




  • Centers will be designed around “green” principles to reflect global warming initiatives.




  • Facilities will have much more open space and less “traditional” equipment to meet increased needs for functional fitness training.




  • Facilities will also have more passive space which is more attractive to older adults/Baby Boomers like classrooms, massage rooms, low impact exercise or aerobic
    rooms, offices, and other all-purpose spaces. Includes non-traditional programming important to total fitness and wellness e.g. energy management, healthy sleep programming and “training”.




  • Complimentary and alternative services will have a defined space in future centers much like spa areas do now (biofeedback, acupuncture, meditation rooms)




  • Members entering the retail space of the center will see science based, creditable products such as botanicals and herbal supplements, homeopathic remedies next to power bars and workout towels.




  • To meet the performance training demand, centers will have designated space for assessment/testing, individual and group training. Mini-performance labs are incorporated into assessment areas.




  • Child Watch and Play Spaces will be designed and equipped specifically to begin introduction to fitness and healthy habits at pre-school age.




  • Responding to Boomer attitudes of convenience is more important that price, concierge services will be provided, with a Concierge desk located just inside the entrance to the center. This will be electronically staffed.




  • Non-traditional elements are integrated into facility design. A Mediation Garden is available to members.




  • Fitness professionals and members will use technology in every aspect of their experience. The Center will be totally wired from check in to tracking progress, interacting with a health coach, accessing health education and information. (Vision: new A’s Stadium in Fremont, CA)




  • The Center provides space for “Life Style Coaching Kiosks” where members can interact online with a health coach, or spend time with a live health professional.




  • Social, lifestyle activity, educational space expanded and combined with a multi-generational focus. Baby Boomers who worked their entire careers re-unite with children and grand-children for quality time in the billiards room or craft area to work on joint projects together.




  • Additional space for Technology enabled virtual recreational activities and sports specific activities to simulate participation in golf, skiing, soccer etc to produce virtual workouts.

  • Multi-purpose space geared to non-traditional activities. Example: children’s gym floor used for tumbling and basketball but also for roller skating.




  • The Center never “closes”. Off times sold to corporations for team building events. The Café kitchen functions as a commissary during the night to cater corporate lunches, events, meals on wheels for next day.

7. MARKET POTENTIAL AND OPPORTUNITIES


© Copyright Envision SBS. 2006. All rights reserved. Protected by the copyright laws of the United States & Canada and by international treaties. IT IS ILLEGAL AND STRICTLY PROHIBITED TO DISTRIBUTE, PUBLISH, OFFER FOR SALE, LICENSE OR SUBLICENSE, GIVE OR DISCLOSE TO ANY OTHER PARTY, THIS PRODUCT IN HARD COPY OR DIGITAL FORM. ALL OFFENDERS WILL BE SUED IN A COURT OF LAW.





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