First, don't run a gym because of interest.
In the early days, many gyms were run by fitness enthusiasts and fitness coaches. These people's gyms are often unsuccessful, because they often operate according to their own preferences and do not provide the services that consumers need and want from the perspective of consumers, which are mainly reflected in attaching importance to equipment, ignoring decoration, attaching importance to muscles and ignoring marketing. It must be remembered that the gym is a business, not a business.
Second, we do not pay attention to the planning and design of venues.
Many people know that site selection is very important. Yes, location, parking and site specifications are really important, but good design is more important. No design, no decoration. Professional gymnasiums plan the venue design in advance from the aspects of functional layout, decoration style, dynamic design and marketing design arrangement, which will get twice the result with half the effort for future operations.
Third, is the equipment heavy?
Many people think that gyms are equipment, and more and better equipment can attract more people. Of course, if your venue is large enough and your budget is large enough, that's fine. But since it is a business, considering its input-output ratio, the current fitness industry is developing rapidly, relying more on technology and specialty to win. The equipment is enough.
Fourth, don't blindly trust the master.
Monks from other places like to chant Buddhist scriptures, and now the entry threshold for the industry is low. All kinds of people are full of people in the unknown address, always fooling you with the pre-sale of 35 million. Why don't they do it themselves and run all over the country? When we call them guerrillas, we just change places with one shot, change homes with one pit, make money anyway, run away if it doesn't work, and leave a mess for your investors to cry.
5. Pay attention to talents and sustainable development.
Don't dream of being a shopkeeper. In addition to asking professionals to do professional things, many things need the boss to do it himself. The boss works for the employees. Try to cultivate your own management talents, which can be cultivated at the grassroots level. Airborne troops are generally unaccustomed to the environment, and their ability is temporary, not a long-term solution.
Sixth, choose reliable partners.
Partnership is hard to write. Partners, shareholders and partners are closely related, and good partners can complement each other. First set the rules, divide the responsibilities, how to divide the money, how to coordinate the quarrel and lift the table, and quit first. Many enterprises commit suicide.
Seven, choose a reliable team
I have my own management team and leisure department, and there are successful cases. It is recommended to consult the "Healthy Sports" fitness management company for cooperation. I have more than ten years of experience in gym management in the fitness industry, so I can rest assured to consult and cooperate ~
Be careful not to step on these pits. The rest is nothing more than site selection, decoration and recruitment. Professional things must be done by professional people. I hope I can help you.