A Long Term Approach

The last couple of years that I worked in the industry I had designed the sales system that I was working in. This meant that I could take many of the steps to assessing that I am about to lay out, and enjoyed a lot of success in terms of engagement rates, sales, and retention numbers at the facility I managed. I have included some of the tools that I used to deliver this model below, but ultimately, the limits of spreadsheets and manual processes was the main motivation for me to leave the fitness industry to start Trainer+. This is not just a shameless plug, but to show that the following is not just an idealist’s approach to assessing fitness; it did bear fruit on the bottom line when executed properly, and I believe it’s an important part of fixing the fitness industry. Check out my previous post on the problem with the current way of doing assessments for more insight into why this needs to change.

The key to the approach I use is changing the sales mentality that is often preached of aggressively closing, into one of aggressively caring. The service you are trying to sell is one of support after all, so how better to build your value continuously than setting that relationship up even before they purchase? The best way to demonstrate that care is to take your time to work through the key steps of the assessment and planning process, and make sure there is a follow up system in place that has been communicated to the potential client. I know this is unbilled time for the most part, but it just has to be looked at as your investment in securing a future sale, or at least retaining a gym member (who could lead to or refer a future sale).

The long term approach is best executed by:

Being up front about the role of a trainer

Managing expectations is the key to any sale.In this case, make sure they understand the purpose of the assessment, and that you will be trying to sell them something. The best way to frame this is to say at the start “We are going to be assessing your fitness, making a plan, and also talking about how much or little help you will need from me to achieve your goals.”

Breaking up the assessment process

Trying to rush through the steps of the assessment ends up devaluing all of the information obtained and shared in the process. In my experience, 1.5 hours is needed to do a proper history, testing, planning and education, especially if you want to show a few exercises specific to their needs. However, most potential clients do not have that kind of time in their schedule, so you can break it into two 45 minute sessions, or 45 minutes for history and testing, and 30 minutes to plan and demonstrate (i.e. a ‘demo session’).

Focusing on education

Your real value is applying the knowledge you have about health and fitness to the potential client’s goals and needs, and a big part of what they pay for is learning to be more self-sufficient over time. The testing and measurement phase is a great time to make sure they understand how their metabolism and body works, and not just shock them with results. This will help proliferate the value of the planning and goal setting, and ultimately help prove that they need your knowledge to get to where they want to go.

Giving a free session

What better way to show your value than having them work with you for a session and see the type of exercise and work ethic needed for their plan? From a sales perspective, it provides another sales point and a tool to help with closing (include the value of a free session or use it to soft close at the appointment). It also gives the potential client a better reason to stay engaged and follow up regarding their plan.

Providing them with the first plan

Along with the free session, giving them the first phase of their plan on paper actually helps demonstrate value, even if the potential client thinks that is all they need. Anyone can find a fitness program online or an app to generate one, so giving them a personalized one gives them a reason to come back to you for the next phase, even if they do not buy initially. (you can read Part 1 for more information about the value of a written plan)

Supporting and following up regardless of purchase

You need to have a system for follow up that is both communicated to the potential client and provides accountability to yourself to actually do it. This can be as simple as a 3-month progress check-in (chat), but should include some form of reassessment if possible, to measure progress. I have included a very basic follow up spreadsheet that can be followed or enforced by a manager to ensure timely follow up happens. Potential clients will have an even greater reason for follow up if it is for the next phase of the long term plan that has been laid out. In essence, don’t be this guy: