I’m writing regarding your recent three-part retention series (see HCM May, June and July 13). It’s not that I disagree with Guy Griffiths: I’m sure operators would improve retention if his advice were followed. However, what I take issue with is the one-dimensional aspect of every retention discussion that takes place in the fitness sector. It seems the industry views retention as a simple equation of ‘retention = staff engagement with customers’.

The discussion must be expanded, recognising other aspects of the customer experience that affect retention.

We’ve been measuring the ‘availability’ of gym equipment for two and a half years now, and have seen that when a gym is at full capacity and customers can no longer easily get on equipment, the membership base stops growing. As fast as the sales team sells memberships, existing customers leave. When gyms solve equipment bottlenecks in specific areas, removing kit that’s not being used and adding more of the popular stations, membership grows. In one site that had an overall capacity shortage and expanded the whole gym, direct debits increased by £420k p.a.

Simply put, customers stop coming to gyms when they can’t get on the kit they want, when they want, and this has a massive impact on retention.

But what of the retention impact of improving the aircon system, changing rooms, AV entertainment, cleanliness...?

These aspects, and many others, will have an impact. To move beyond the 12 per cent penetration rate, I believe the industry needs to research the impact of other value drivers on retention, and not only focus on customer engagement. Rory McGown, Founder, GYMetrix