The Offer That Sells Your Gym For You

Most gym owners think they have a marketing problem. In reality, they have an offer problem.

If your offer isn’t clear, compelling, and valuable enough, no amount of social media posts, ads, or referrals will consistently grow your gym.

In this episode, Dan Aguilera breaks down what actually makes a strong gym offer and why it’s the foundation of every profitable fitness business. You’ll learn why most gyms struggle to convert leads, how to package your service so it feels irresistible to the right clients, and the simple adjustments that can dramatically increase sign ups.

Dan also explains the difference between a service and an offer, how to position your coaching so people immediately understand the value, and why the right front end offer can transform your marketing results overnight.

If you are a gym owner, personal trainer, or fitness entrepreneur who feels like you are constantly chasing leads but not getting enough sign ups, this episode will help you fix the real problem.

Because when the offer is right, the business gets easier.

RESOURCES
Website: https://myfitnessbusinessprofits.com/

Book a Call: https://myfitnessbusinessprofits.com/strategy-session

Free Extra Workday Method Course: https://fitnessbusinessprofit.com/extra-workday-method

Transcript

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Your gym offer isn't strong enough anymore. Now the market is quite fragmented and it's changed, but most gym offers haven't changed alongside it. I want to ask you a real key question. If somebody walked into your facility today and they had £200 per month to spend on their fitness, why would they choose you? Why would they choose you in a market which has expanded with lots of online coaching offerings? Hyrocks gyms, small group B facilities, large group PT facilities, Pilate Studios. What is your unique point of difference and why would they choose to spend their money with you rather than spending their money elsewhere? One of the biggest missing things is that people haven't changed along with the landscape. And in this episode, I'm going to walk you through a few different things. So I'm going to walk you through what's changed within the market first and foremost. So we can go with an offer redesign blueprint. So make your offer far more compelling so you can establish your unique point of difference in a saturated market. So the first thing here, what what is the shift that's happened? So I think that there's a big shift with regards to online coaching. Online coaching now has gone into the mainstream. Now I hear a lot of people grumbling saying, Oh, online coaching is kind of dropped down. I don't actually necessarily believe that to be true. There are many people that want online coaching or certainly a hybrid offer. And think about this: your clients can get access to great coaching remotely. Now, the win is if you're a bricks and mortar facility, is that you can create that community, that human touch, which people are craving. But there still is something there on the side if you're an online coach that actually people can still get access to great coaching, great results remotely. The second one is that budget gyms are on the up. So the £25 a month gym removed access as a differentiator. Okay, so now they're 24 hours. People can access those facilities all of the time. Whereas can they access your coaching facility all of the time? The the answer is probably no. Specialist facilities have emerged, more CrossFit, more high rocks, more Pilate studios look to enter the market. So in your local community now, how many different gyms do you see keep popping up? Therefore, giving the consumer, the pool of consumers in your local market, far more choice. The next one, um, client results. Um, they know now what progress looks like for them and they demand that level of accountability. Gone are the days where people just could show up three times a week and that would be enough. There has to be a couple of different results that are filtered into your product. So visible results. When someone looks in the mirror, how do they look? Is there that feedback loop? And then an internal result, which is how are they actually feeling? And then the second thing is do they feel connected to you, your brand, the community? Is it a good culture fit for them as well? Social proof proof drives decisions, but your reputation online matters as much as your facility looks. Okay. Part number two, uh, the anatomy of a strong offer. There's a few different parts to it. Uh, the first part is the core result. So, what specific transformation will a client experience as a consequence of being inside of your facility? So, when I asked you about what's your unique point of difference, this is what this part is. So, what is the core result that they're actually going to get in terms of the transformation that they're going to experience by becoming a member inside of your location? Number two is the delivery method. How will that result be achieved? Structured coaching, programming, nutrition, mindset coaching, accountability, support, community. What is your delivery model? And is your delivery model scalable? So you have to figure out what your delivery model is. The next one, the onboarding experience. I talk about this a lot is that people don't always buy things, they remember again how you make them feel, and that's an experience. The experience of the onboarding. So the first 30 days. What's their experience look like in the first 30 days? A lot of gyms lose clients here. A lot of gyms lose people in the first 30 days because everything feels a little bit clunky. What does yours essentially look like? The next one's the accountability system. How do you check in with your clients? How do you track their progress? Where are your coaching touch points? Where are the milestone reviews? Do you again have a duplicatable, scalable, and sustainable model with your accountability system? What does that look like within the parameters of a one-month, three month, six month, twelve-month members' journey? Where are those touch points? Can you articulate that to the client? So, again, if they came into your facility and you go, we have a phenomenal accountability system in place to make sure you're accountable to your goals. This is exactly where how we're going to track your progress. This is exactly when we're going to check in with you. Here's the coaching touch points. Here's the milestone reviews, and this is what it's going to look like for you over the next 12 months. Are you 100% clear and confident on that process? And therefore, is the end consumer 100% clear and confident on that process as well? The next one, number five, is the community layer. What events do you hold? What does your culture look like? What is your team identity? And what is the peer accountability looking like inside of your location? Don't think that the community isn't important. It's one of the most important things now, and we talk about it a lot, is that people want to feel connected to a community that's bigger than just themselves. People don't want to be isolated, they want to be part of something that they feel at ease where they almost sit in there, it's like these are my people. I'm in the right place here energetically, but also in the conversations that I'm having on a daily basis. And then the last one is the progress path. What happens at month three, month six, month 12? Does the client have a reason to stay with you? Now people will leave you when they run out of future. Are you giving the client a reason to stay with you? And what are you going to achieve with them across those milestones? Okay. Now the next part, hybrid coaching models. Now, again, lots of successful fitness business owners have a hybrid model in place. So, for example, if a client can't always make it to your facility and they're on holiday for a few weeks, are they still interconnected? Are you still providing a some certain level of service to them? And a hybrid model works really well where this is concerned. Okay. Here's a few things that I would recommend with regards to adding in a hybrid model inside of your facility. So you obviously have the in-person and the app model. Um, so if the clients attend three times a week, they use a coaching app for programming, tracking, and communication between sessions. That's hybrid. So when they're with you, they get that face-to-face interaction. What now happens when they're not with you though? Are they interlocked into your brand? Is there an element of community inside of there? Are you getting them to check in on regular different parts around their habits and things like that? Um, the attendance side of it, clients uh commit to a monthly amount of attendance. Um, you build a coaching relationship with them. That attendance can be blended. So it could be like gonna show up two or three times a week in facility, but I'm also gonna do some home workouts whilst I'm traveling, or just if I can't make it into the facility as well, um, and fix that number in, and then like that remote add-on. So um lots of in-person gyms have like a remote element added on they can they can put in place to when people are traveling as well. So fixating on the attendance model, the app plus the in-person, plus then a bolt on if people are traveling. So I might be saying to you, okay, I'm paying two, three hundred pounds a month, but what when I'm away? What level of support, coaching, accountability am I going to get from you? And what happens if I get injured? Are you gonna support me through those injury periods, holiday training at a premium? So you can bolt those things on as well. Uh, next part is premium positioning. Are you positioning yourself as the absolute premium? One of the things I hear a lot is people in my area won't pay this amount of money. So people in my area won't pay £200 a month, won't pay £250 a month, won't pay £300 a month or £400 a month. I'll have you consider that you have people in your area spending £3,000 on a holiday. It's not the money, it's positioning. Positioning is the issue. Now, of course, you can't just pick a random high number if you're not providing a level of value which matches up with that number. That's not what I'm saying here. What I'm saying is, can you position yourself as the premium facility which delivers a tangible outcome for the customers in which you want to acquire? And therefore, the price reflects the value exchange in which you create. That's what really it's about the premium positioning element. If I lose members, um if I raise my prices, I'm gonna lose members. That's something I hear a lot. So um, you'll keep clients that you want to keep, you'll keep clients that you want to keep, you'll lose the ones that essentially are costing you the low, low cost client. So I'm not saying jump in and do a massive price increase, but what I'm saying is can you position yourself as premium? And the pricing thing is a really interesting conversation. So if the value you create doesn't align with the price in which you charge, i.e., you're providing way too much value for the price you charge, that creates an incongruency in someone's mind. So imagine you go into a steak restaurant and it's set as premium, and everything about it's premium: the look, the feel, the ambience, the way you book, the onboarding part of getting in there and all these kind of things. Then you sit down, you open the menu up, and the fillet staking there's £3.50. What would happen in your mind in that moment? Well, really simply, you would be like, oh, it can't be that premium then because the price doesn't reflect the premium look and feel. So ask yourself that question. In your pricing sensitivity, are you providing too much for the price in which you pay? And if you do, guess what? It devalues the things which you deliver. Okay. Um, the other thing I hear a lot is budget gyms are taking my members. Budget gyms are taking my members. Budget gyms attract a different type of client. Premium positioning puts you out of that race. So remember this: you're only looking for the people that are looking for you. Price according to the type of demographic and the type of person that you want to attract to your facility. Understand that you're fit within the ecosystem of the fitness industry, and it's okay to sit at the higher end in the premium end. And another thing I hear is I need to justify a higher price. You need to build an offer worth a higher price, not justify a higher price. Then it will justify itself. It just justifies itself. So build a product with a higher premium offer and a higher premium outcome, therefore, the price is justified in the result in which you can deliver. Hope that all makes sense to you. Couple of things with regards to that that you can do straight away. Audit your offer. Audit what you deliver to the market. Think about what I said to you in the beginning, which is if someone walked into your facility today and said to you, I want to join here and I've got 200 or 250 pounds a month, why should I choose you over all of these other options that I have? I want you to be able to answer that clearly, concisely. What is your unique point of difference? Hope you enjoyed the episode. Make sure you subscribe.