NASM Chapter 20 Developing a Successful Personal Training Business

Understanding Business Principles

  • Although generating revenue in excess of expenses, for example, “making a profit,” is the assumed goal of any business, profit alone is not the only or even “sole” purpose of the business itself.
  • Running a successful personal training business, whether as an independent business owner, as an independent contractor, or an employee in a health club setting, is no different than running a successful Fortune 500 business; the motto is always “the customer always comes first!”
  • Earning a certification from a recognized and accredited organization should be an aspiring fitness trainer’s first goal.

Where to work?

  • Possible facilities include
  • ■ YMCA
  • ■ Jewish Community Centers (JCC)
  • ■ Local Town Recreation & Park Services
  • ■ Women only facilities
  • ■ Commercial fitness clubs
  • b14

Resume Writing

  • b15

Marketing

  • THE MARKETING MIX (THE FOUR PS OF MARKETING) To have a successful marketing plan, fitness professionals must have an understanding of the marketing mix, also known as the four Ps of marketing. The marketing mix refers to activities that a personal trainer can control to produce the response he or she wants from a target market. The four Ps of marketing include:
  • Product: The specific product or service offered to customers.
  • Price: The amount charged for a product or service, including volume discounts, seasonal pricing, and bundle packages.
  • Place (distribution): Channels a product or service will go through to reach the customer.
  • Promotion: The communication of information about a product or service with the goal of generating a positive customer response. Some marketing communication strategies include advertising, sales, social media, and public relation

10 Step to Success

  • Step 1: What is the Desired Annual Income? An annual income goal is the achievable desired sum total of monthly earnings over 12 months. After clearly identifying a desired annual income, move on to step 2. Example: Based on her expenses and lifestyle, Christy would like to earn $40,000 annually as a fi tness professional.
  • Step 2: How Much Must be Earned Per Week to Achieve the Annual Goal? Divide the desired annual income by 50 to fi gure out what will need to be earned on a weekly basis. (Instead of dividing by the 52 weeks in a year, use the number 50 to allow for 2 weeks of vacation, sick time, jury duty, and so on.) Example: Christy divides $40,000 by 50, which equals $800. She knows that she will need to earn $800 each week to hit her goal.
  • Step 3: To Earn the Weekly Goal, How Many Sessions Need to be Performed? To earn the weekly amount, how many clients or sessions are needed each week? To establish this number, take the weekly goal and divide it by the amount earned per session. Example: Christy divides $800 by $25 per hour. Now, Christy knows that she will need to perform 32 sessions per week to hit her goal. Also, take the current average number of paid sessions performed weekly and divide it by the number of clients currently signed up. Example: Christy currently performs 20 sessions per week and has 11 regular clients. She divides and gets a number of 1.82. So, Christy divides her goal of 32 sessions by 1.82 and can now estimate that she needs at least 18 clients to hit her income goals
  • Step 4: What is the Closing Percentage? Personal trainers need to figure out their closing percentage. This number is determined by the total number of people helped on the fl oor compared with how many of them purchased training packages. Example: Christy looks back at her contact log and ascertains that she has spoken to 60 members in the last 30 days. Of those 60 members, she managed to sign up 5 of them as clients. When she divides 5 by 60, she sees that her closing rate is 8%.
  • Step 5: In What Time frame Will New Clients be Acquired? Unrealistic timeframes will likely lead to frustration and disappointment. However, if a timeframe is set too far in the future, it will not create the sense of urgency necessary to maximize performance. Example: Since she now has 11 clients and needs to have at least 18 to hit her goals, Christy decides that she wants to gain at least 7 more clients. She decides to set a time frame of 3 weeks to gain 7 new clients.
  • Step 6: How Many Potential Clients Need to be Interacted with Overall to Gain Clients within the Timeframe? Take the desired number of new clients and divide that number by the closing percentage. Example: Christy wants 7 new clients and her closing rate is 8%. She divides 7 by 8% and comes up with 87.5. Christy must have excellent contact with at least 88 members during the next 3 weeks to come close to her goal of 7 new clients. Break down the number of members that need to be interacted with overall into weekly increments to make the process more manageable. Example: Christy needs to contact at least 88 members during the next 3 weeks. She divides 88 by 3 and realizes that she has to contact about 30 members each week.
  • Step 7: How Many Potential Clients Need to be Contacted Each Day? Further break down the number of members that need to be interacted with on a weekly basis into daily increments to create concrete goals for each workday. Example: Christy is aiming to contact 30 members each week. She works 5 days per week. So, she divides 30 by 5 and discovers that she only needs to talk to 6 members each day. This is a much more manageable number than she originally thought.
  • Step 8: How Many Potential Clients Need to be Contacted Each Hour of the Day? Once more, break down the number of members that need to be contacted on a daily basis into hourly increments to form easy, solid plans for each hour on the fl oor. Example: Now that she knows she only needs to approach 6 members each day, Christy divides that number by her actual fl oor time. She generally conducts four 1-hour sessions each day during her 8-hour shift. She also takes a half-hour lunch and usually conducts one half-hour orientation. That leaves her with 3 hours on the fl oor to contact her goal of 6 members. Christy now knows that after dividing 6 by 3, she must talk to a member every 30 minutes to achieve her goals. For each contact in that hour, provide measurable, personalized assistance that is related to the goal of the person being approached. These contacts, even if they do not develop into sales, add to a valuable future prospect base.
  • Step 9: Ask Each Member Spoken to for His or Her Contact Information. The NASM-certified personal trainer possesses core competencies of individualized assessment, OPT program design, and exercise selection. These personal trainers automatically have the capacity to provide a personalized, results-oriented experience for any member they make a connection with. If a good level of rapport has been built with a member, do not be afraid to ask him or her for their contact information. Offer to develop a few exercises to help him or her achieve the goals discussed. Contact the member and arrange a time to assist them in implementing the new exercises during his or her next visit to the club.
  • Step 10: Follow Up. It should be clear by now that every exercise is an assessment. Regardless of the exercise that a member was doing on the fl oor, write down what you saw according to the fi ve kinetic chain checkpoints in general movement and postural observations. Write and keep detailed notes on each member. Within 24 hours, mail the member a handwritten thank-you card for the time they spent with you in the club. This is classy and considerate, causing members to remember you. Give the card 2 to 3 days to arrive, and then call the member 1 week from initial contact. During the call, work toward the following goals:

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