ccd news update - California Clubs of Distinction

Transcription

CCD NEWS
N
UPDATE
Fourth Quarter • 2012
2012 IHRSA President Bill McBride
COO Club One, San Francisco, California
See IHRSA Article - Page 4
INSIDE THIS ISSUE
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IHRSA 2012
BYOD: Social Media in the 21st Century Workplace
Designing to Sell Memberships
Mastering the Marketing Mix
12 California Workers’ Compensation Update:
2013 Changes and Trends
14 Training Movement, Not Muscles
16 Fall Prevention Strategies - Understanding the risk factors
that are under your control and how to control them.
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Employers Must Avoid Illegal Discrimination In Dress Codes
You may have a company dress code and
make employment decisions based on how
individuals dress and groom. However, be
careful to avoid policies that may result in
illegal discrimination.
Basically, employers may not have a dress
and grooming code that affects only one
class of employees because of their race,
color, national origin, ethnicity, sex,
religion,
disability, or any protected classiLin Conrad
Executive Director fication. In fact, never make employment
decisions based on these characteristics.
Example: Joe's employee handbook prohibits employees from wearing tattoos. Betty shows up for work with a tattoo on her neck. Since
Betty can cover the tattoo, Joe's dress code is probably not considered
illegal discrimination. But, Joe may be liable for discrimination if he
enforced his dress code only against women or employees of Betty's
race, but allowed men or employees of other races to violate the dress
code rules without punishment. Still, even an unbiased dress code
may unintentionally result in illegal discrimination. e following
examples are situations you may have already experienced:
Dress Code and Medical Discrimination
Sometimes employees' grooming is not their choice, but the result of
a medical condition. It's illegal for employers to harass employees
because of their disabilities. So, employers may have to modify their
dress code to accommodate employees who have a qualifying
disability.
Example: Sheila requires club salespeople to wear button-down shirts.
But, Tony has a disability and is unable to button his shirts. Sheila
must make an exception to her dress code to accommodate Tony's
disability. He could wear shirts with Velcro or zippers.
Dress code and Race Discrimination
Employers must avoid any rules or policies that unfairly burden one
racial or ethnic group.
Example: Carl and Ralph apply for a job with Kay. ey are equally
qualified and have equal experience. e only difference that Kay
notices is that Carl is unshaven and Ralph is neatly shaved. But, if
Carl has a medical disorder known as pseudofolliculitis barbae (PFB),
his medical condition may require that he grow a beard. If so, Kay
may not discriminate against Carl because he is unshaven. is is true
because PFB most often affects African-American men. So, a "no
beards" policy may be considered illegal race discrimination.
Dress Code Sex Discrimination
Employers may have different dress codes for male and female
employees. However, employers must permit employees to dress
consistently with their gender-related appearance and behavior, even
if it is different from that stereotypically associated with the person's
sex at birth.
Example: Fred is a waiter at Club California's Poolside Cafe. As part
of the restaurant's theme, the waitresses wear mermaid costumes and
the waiters wear scuba gear. Fred tells his manager Julie that he is
planning on having a sex-change surgery next year and is now
"transitioning" from male to female. He also says he will begin
dressing and presenting himself as a woman starting immediately.
Accordingly, Fred can choose to wear a mermaid costume while
serving customers. Because employees have the right to dress
consistently with their gender identity, Fred is entitled to wear the
uniform appropriate for a woman since that is his chosen
gender identity.
Example: Lucy also works at the Poolside Cafe. Although Lucy
identifies herself as a woman, she prefers to dress like a man. Because
employees have a right to dress consistently with their gender
expression, Julie must allow Lucy to wear scuba gear if she chooses.
If employers do have different requirements for men and women,
however, they must avoid unreasonable restrictions or rules that
promote sexual harassment. And, the differences in the dress codes
may not unfairly burden one sex.
Dress Code Religion Discrimination
Dress and grooming codes must not interfere with employees' rights
to practice their religion. Generally, employers must accommodate
employees' religions and allow them to wear religious clothing or other
items at work.
Example: Jan's dress code requires employees to dress in business
attire. Larry, an Orthodox Jew, always wears a yarmulke (cap) to work
in addition to his business suit. Jan may not prohibit Larry from
wearing the yarmulke. Note: If an employee's religion requires the
employee to wear a beard, employers would also have to allow an
exception to the policy to accommodate this religious practice.
However, employers are not required to accommodate the religious
practices of applicants or employees who, because of those practices,
cannot perform the basic duties of the job.
Example: Kelly, an applicant, wears traditional Sunni Muslim dress.
Samuel requires all employees to wear uniforms in his club. Samuel
may refuse to hire Kelly if she will not wear the uniform, even if her
religion requires her to wear Sunni Muslim dress at all times.
However, if Kelly applies for a job with Samuel that does not require
a uniform, Samuel may not refuse to hire her. Even if employees claim
that certain mandated safety equipment (such as hard hats) conflict
with their religious practices, they may be required to comply with
the safety requirements. Also, employers may prevent employees from
working without safety equipment if the risk of employee
injury creates an undue hardship for the organization.
Example: James always wears a turban. His work sometimes requires
him to put on a safety helmet and eye wear to protect him from toxic
pool chemicals. e helmet, however, will not fit over James' turban.
e company may refuse to permit James to work without the
protective helmet, even if wearing the turban is part of his religious
practices. Note: A caveat in this case. I recommend finding a safety
helmet that fits, or, at least research if "accommodated" helmets are
even available.
Legal Consequences
If employers illegally discriminate through a dress or grooming code,
they may be ordered to: change an illegal policy; hire an applicant
who was denied employment; rehire, reinstate, promote, or restore
seniority to an employee; pay lost wages and benefits; and possibly
pay administrative fines and punitive damages.
Error on the side of caution and try to accommodate!
The Trade Association of Health, Racquet & Fitness Clubs in California
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Come see us on the web at www.califclubs.com
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IHRSA 2012
As we enter the 4th quarter of 2012 there
is a lot going on around the industry. As an
industry, are at a cross roads with
disruption, some very positive and some
concerning. By disruption, I mean the
status quo won’t be as sustainable as
embracing innovation and new models.
All in all, I believe we have more positivity
than negativity based on a convergence of
situations. We will see more change with
By Bill McBride
health care legislation; a continued
technology revolution; the development of new business models;
governments (Federal and States) in search of tax revenues and
regulation; consumers demanding solutions and information in their
own personalized way; business transparency; and a continued slow
economic recovery over the next 18 months or so. So you probably
want to know what IHRSA is up to on these fronts. I’m honored to
share…
Current state of affairs: IHRSA (International Health Racquet
Sportsclub Association) is based in Boston, MA and has over 10,000
member clubs represented in 70 countries. ere are over 600
industry suppliers with Associate Memberships. e Association
employs a staff of 51. IHRSA focuses on health promotion
initiatives; advocacy (protecting our industry from negative
governmental legislation); webinars, meetings and international
tradeshows; research, publications and information.
IHRSA is the largest trade association for clubs in the world. IHRSA
is financially stable and carrying out its mission admirably. However,
there is much work to be done. I believe that health care legislation
will, at the end of the day, be a benefit to the industry. e question
remains, could it have been better than currently crafted? Should it
be a state issue or a federal issue? I won’t pontificate on politics, but
I will say that holding providers and insurance companies responsible
for outcomes will enhance our industry’s desire to be a part of the
health care continuum.
Currently, healthcare costs are skyrocketing and the government is
focused on outcomes. Congestive heart failure, acute myocardial
infarction (heart attack), and pneumonia outcomes will result in
penalties for providers if individuals require further procedures.
So medical providers will want and need to ensure desirable post
procedure outcomes. is will help align the goals of healthy living
and disease management. Historically, employers have carried the
burden of unhealthy behaviors. For example, if one is insured and
has an event; he gets care; the care is paid by the insurance company,
then premiums are adjusted to ensure profitability all while the
providers get paid. So, the employer historically has carried the
financial burden on medical care (Medicare excluded). As of late,
more and more has been passed on to the consumer. But until
governments, insurance companies, medical providers, employers and
consumers are ALL aligned – we won’t see dramatic change in the
costs and behaviors of health care. is is beginning to change – very
good news for our industry.
Technology is moving at an increased pace. We will see more
technology enhancements for our industry and health care over the
next few years and it will be game changing. Embracing technology
is no longer an option, it’s critical to business success.
New business models will continue to be developed, all with increases
in either personal touch or convenience. ere is a chance that a
“typical” health club today will be unrecognizable in 10 years...all with
more tailored solutions for members...all for the good of the consumer
and industry as a whole.
Governments (Federal and States) will be in search of additional tax
revenues and regulations. is appears to be very clear by the
activity on all levels with regard to dues taxation; safety regulation;
licensure fees, etc. By donating to IHRSA’s public policy initiatives we
can influence these factors to the industry’s benefit – but this requires
a community working together with everyone being responsible. is
cannot be left to just a few...we all have to be in this together.
Consumers are demanding solutions and information in their own
personalized way. As an industry, we have to embrace technology,
social media and a new world of information consumption. is is
not a time to dig in and fight for the way it was, but to embrace and
recreate the way it will be.
Transparency will become more and more important for IHRSA and
for all of its members. Consumers will know all they want to know
about your business. It wasn’t long ago that consumers received 5
points of reference about you, now they receive over 10 before
making a decision. Additionally, your members are having
conversations about us – we need to be in the conversation. Social
media is not “out there”… it’s an extension of your brand and brick
and mortar business.
e economic recovery is being very slow to kick in. e growth rate
is much less than 2% and we are in very uncertain times leading up
to the elections. One great indicator for us all is that housing is
indeed starting to rebound and manufacturing is relatively solid.
We have to be diligent in running our businesses effectively, efficiently
and driving growth through new initiatives.
IHRSA is a predominantly a North American trade association with
a very global leadership role. Much of our industry’s growth on a
global basis is coming from overseas. e world is facing the same
issues the US market is facing, e.g., increased obesity; increased cost
of chronic disease management; increased proliferation of technology
and a decrease in individual activity. Health Promotion, Advocacy to
have a collective protective voice, Operational Excellence, Retention,
Sales, Marketing, Entrepreneurship, Openness to Disruption and a
focus on what our members want and need is IHRSA’s current charge.
At the heart of our organization is the Member Code of Conduct that
tries to bring integrity, respect and good values to the business of
health clubs. If you are not aware of the code, I would like to include
it so you understand how IHRSA tries to elevate the business values
for all member clubs and associate members.
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IHRSA's Club Member Code of Conduct:
As a member of IHRSA, we agree to operate our club(s) in the best
interest of the consumer and the industry by:
• Treating each member as though the success of our club depends
on that individual alone;
• Systematically upgrading our professional knowledge and
awareness of new developments in the industry;
• Designing our facilities and programs with members' safety
in mind;
• Continuing to increase the value and benefits of our services
and programs;
• Providing public service programs to expand awareness of the
benefits of regular exercise and sports;
• Refraining from illegal activities and deceptive sales practices;
• Delivering what we promise; and
• Conducting our business in a manner that commands the respect
of the public for our industry and for the goals toward which
we strive.
IHRSA Associate Member Code of Conduct:
e International Health, Racquet & Sportsclub Association is a
non-profit trade association serving the athletic, racquet and fitness
industry worldwide. As an Associate Member of IHRSA, we consider
it our mission to enhance the quality of life through physical fitness and
sports. To this end, we endeavor to provide quality products and
services. We further strive to instill in those we serve an
understanding of the value of physical fitness to their lives. In order to
fulfill our mission, we pledge the following:
• at we produce quality products and services.
• at we deliver on our commitments.
• at we are an equal opportunity employer.
• at we will cooperate with our customers toward the continual
expansion of the club and fitness industries.
• at we will utilize our benefits of IHRSA membership solely for
the purposes and under the guidelines for which they were
established.
• at we agree to conduct our business in a manner which
commands the respect of those we serve.
• at customer satisfaction will be the determining factor in all
our business dealings.
IHRSA partners with 5 Regional Associations in the US. CCD
(California Clubs of Distinction) is one of IHRSA’s proud partners.
Visit the CCD website www.califclubs.com for all of the benefits of
belonging to the California organization. e 4 other Regional IHRSA
partners in US are: New England Health, Racquet & Sportsclub
Association; Texas Health, Racquet & Sportsclub Association;
Mid-Atlantic Club Management Association; Florida Health Club
Association. ese associations work together to help IHRSA promote
its goals and programs.
I’d like to introduce some of the IHRSA staff and the current Board of
Directors. Together they keep our important organization at the top of
our industry.
CONTINUED ON PAGE 18
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BYOD: Social Media in the 21st Century Workplace
We all love our devices. Look around your
club, how many members on your
treadmills are looking at their phones or
tablets as you read this article? Now look at
your staff. Do they check their social
media accounts every few minutes, even
while on duty? ere is no doubt that
websites such as Facebook, Twitter, and
LinkedIn are not only part of our daily
By Gary J. Bradley, Esq. culture, they also consume (perhaps too
much of ) our time and attention. One
source stated that on average, 4.1 billion text messages are sent every
day, while over 200 million blogs are currently available on the web.
With that much information flying back and forth, it is easy to see
that establishing clear policies for use of social media is a must.
More importantly, the policies which a club implements governing
the use of social media, by both members and staff, are worthy of
examination to ensure compliance with various privacy and
employment laws. is article will focus on the interplay between
fostering a connected club experience and the imposition of
appropriate limitations.
e common names in social media referenced above are the larger
players in this space. However, social media is more than just
Facebook. It is the congregation and communication of people
connected through Internet communities, some of which are highly
regulated, some which are not. Social media sites foster an open
exchange of ideas where truth and accuracy are easily trumped by
rumor and gossip.
Not all social media use is problematic. Many of my fitness club
clients employ very positive uses of social media to actively promote
the club, enhance business relations, foster the exchange of useful,
non-confidential business information, and as a recruiting tool. is
is all good stuff. at being said, use of social media is a breeding
ground for claims asserting a hostile work environment or invasion
of privacy.
Social Media in the Hiring Process
Although social media may be a good way to recruit candidates, its
use as a candidate-evaluation tool is problematic. ere are essentially
two approaches to using social media sites for candidate screening:
conservative and managed risk. e conservative approach precludes
use of social media in all forms during the hiring process.
e managed risk approach, limits social media analysis to
professional-based sites (e.g., LinkedIn), and only when making a final
decision between a few candidates. But remember, once you review
a candidate’s Facebook page, you might be exposed to information to
which you are not legally entitled, and would certainly not ask in an
interview (e.g., age, marital status, parental status, religion, sexual
orientation, etc.). Of course, if you adopt this approach, make certain
you have a consistent practice applicable to all candidates.
Also, document the online process and save screenshots of what
you review.
Use of Social Media in the Disciplinary Process
Despite the public nature of social media posts, many users seem to
think that their words are private, or at least anonymous. In fact, the
anonymity aspect of social media is what makes it so much more
dangerous than traditional water cooler gossip. is is the reason
employees often get into trouble. Anonymity breeds bravado, or at
least lack of accountability.
I regularly get telephone calls from clients asking if they can
terminate an employee who posted something negative about the club,
a coworker, a member, or management. My general advice: proceed
with caution. First, always remember that employees have a first
amendment right to express their opinion. Second, be mindful that
the “tweeter” may be advising club management of a problem which
could give the employee protected status under anti-discrimination
laws or entitle them to whistleblower protection (e.g., “my boss keeps
coming on to me…”, “I just found out that I have diabetes…”, or
“my manager is embezzling.”).
In the first tweet, a prudent employer will at the very least explore the
accusation. In second example, it would not be a stretch for an
employee who was passed over for a promotion to allege disability
discrimination. In either case, I am not suggesting that an employer
is responsible for monitoring their employees web posts (in fact,
I generally advise against it), but should this information fall into
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management’s lap, it is prudent to be mindful of the implications of
such knowledge.
If an employee posts negative comments about the club, take it as an
opportunity to explore the problem. Instead of immediately
disciplining the employee, investigate the basis for the complaint.
Find out why the employee feels compelled to share that his or boss
is a jerk. Sometimes there is a problem that is deeper than just this
one employee who had the courage to speak out. Of course, there are
also times when the negative post is nothing more than a disgruntled
employee who needs to move on. If management approaches the
employee with a caring attitude, I often find that the truly disgruntled
employee will be embarrassed and resign. Such inquiry might also
lead management to explore an issue that needs attention.
Establish a Social Media Policy
Like any other attempt by an employer to govern employee
behavior, the best place to start is a well-drafted policy manual that is
consistently enforced. A good social media policy will coordinate well
with other related policies such as use of e-mail, Internet and
electronic media usage, code of business conduct, unauthorized
disclosure of trade secrets, member privacy, and discrimination and
harassment. Address the fundamental issue of culture and the club’s
approach to social media use by employees, e.g., to embrace and
encourage it or be wary of it, or some combination of the two.
Tailor the policy to your club’s culture. Remember that your
members are watching you and are very frustrated when waiting at
the snack bar for an employee to finish his or her text message.
A policy that prohibits use of personal communication devices while
on duty may be appropriate, but remember that it must be applied
uniformly.
And, for those clubs that allow or require employees to drive while on
duty, adopt a strict, zero tolerance policy against texting or using the
phone while driving.
Social Media and Members
Many clubs provide internet access for their members to use while onsite. is is a nice benefit, but certainly exposes the club to liability if
the information transmitted through their servers is discriminatory or
harassing. Every time a member uses the club’s Wi-Fi connection, he
or she should be required to agree to a policy statement which
prohibits inappropriate use. Remember, California employers have
an obligation to protect their employees from discrimination and
harassment, even if the harasser is a member or vendor. Clubs should
establish a member code of conduct that prohibits abuse of social
media. As with anything else, crafting the policies recommended
above can be tricky. Consult with your legal counsel before devising
and implementing such polices. TYVM. TTFN.
Gary J. Bradley, Esq. is a partner in the law firm of Bradley & Gmelich,
in Glendale, California. Gary manages the firm’s health and fitness club,
employment law, and business practice teams. He is also a guest lecturer
and member of the Advisory Board for the California State University at
Dominguez Hills Human Resource Management Training Program. He
represents numerous health and fitness facilities throughout California.
Gary may be reached by telephone at (818) 243- 5200, or by email:
gbradley@bglawyers.com.
e policy could also address issues related to “friending” of bosses,
managers, subordinates, and clients. While this gets close to infringing out the constitutional protection of the right to associate, a club
can certainly prohibit behavior that is likely to lead to a harassment or
hostile work environment. I think the best way to handle this issue
is from the top down. at is, advise supervisors and managers that
it is bad idea to “friend” their subordinates.
A well-crafted policy will also specify uses of social media that
violate company policy or legal requirements. Emphasize the use of
common sense and good judgment when using social media in a way
that affects the club, its members, or its employees. Finally, use of social media also happens on club-owned devices (e.g., computers, clubissued mobile phones, etc.). e policy should remind employees that
anything transmitted or received over such devices using company
resources is NOT PRIVATE! e club should reserve the right to
monitor all data that is transmitted over the club’s servers.
In one recent case, an employee who was suing her current
employer for discrimination, sent her lawyer e-mails through the
company’s servers discussing her case. e employer intercepted those
e-mails. Surprisingly, the court determined that the typically inviolate
confidentiality of attorney-client communications was not applicable
because she used the company’s servers and the company had a clear
policy that advised its employees of the right to monitor all such
transmissions.
●●●●
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Design can be a powerful tool in selling.
Successful retailers, for instance, are very
deliberate in their design strategies to
entice sales and reduce barriers to move
their goods and services. Clearly, as an
industry, we put a lot of effort in selling our
clubs. If we can understand the key factors
that have been proven in the retail and
hospitality research, we would be in a
By Rudy Fabiano, AIA better position to successfully design,
organize, and present our clubs for
increased sales, retention, and overall customer satisfaction.
Recognizing a consumer shift in expectation and purchasing trends,
there is now the opportunity to move from the current model of
selling what we want to offer to selling what our customers really want
to buy. What I would call owner centric to member centric focus.
In the book e New Rules of Retail, by Robin Lewis & Michael
Dart, the history of retail is presented as a series of three evolutions,
or waves of retail concepts. ese three waves closely mirror our own
experiences in selling in the fitness industry.
e initial wave was basically selling the customer what the
retailer had to sell. Historically identified as “you can have any color
you wish, as long as it’s black”. ere was no commitment to
customizing the experience for the buyer. Essentially there was
minimal competition for your product so the consumer had no frame
of reference for comparison; they got what they got. Similarly, in our
case, we sold basic memberships to a club. Our main targets were
those with a propensity to work out; people actively searching out our
product. e club may have had multiple programming options
available, but one price got the member whatever was in the club and
it was up to them to make the best of it.
During the second wave, marketing got involved. is evolution
focused on making the consumer want whatever we sold. e art of
marketing focused less on satisfying the consumer and more on
convincing the consumer what we offer, they should want. We have
presented and marketed many reasons to join our club; lose weight,
get buff, get in shape, live longer, etc… but still our actual efforts at
obtaining results were very passive. e connection on obtaining
results, engaging the members were not yet recognized, consequently
this industry lived with up to 50% attrition for many years.
In the current wave, retail has evolved into a total consumer-centric
cultural shift. Sell the consumer what they want. e cultural shift
is based on providing an engaged connection to our product with the
benefits of customization for the consumer. Build brand loyalty.
Competition is at an all time high. What is it you would like? Where
and when would you like it? Consumers are now willing to invest in
quality and overall long term value over instant, hot, now stuff. ey
are actively seeking a partner in their own experience versus detached
purchases. In fact, when retailers are able to connect with their
customers with as many of the five senses as possible, there is a
potential for a neurological addiction to the product. Meaning, they
have to have it. Once a consumer develops a neurological addiction
to a product, attrition is almost non-existent. ink Starbucks and
Apple products. Shifting to fitness, the makings of a neurological addiction are clearly there. Similar to someone without their Starbucks,
an exerciser who missed their workout can be in withdrawal.
Further, looking at studies about retentions and why members leave,
an interesting analysis has come to the forefront. Members leave less
when they are socially engaged within the club, at least 4 times in the
first month of membership. Studies have shown, in fact, that
members will stay longer and thereby reducing attrition by 57
percent. Translated to real dollars, this is clearly a number that
warrants attention.
How can we apply these principles to our design strategies? Obviously,
the clubs we are designing today need to actively engage members and
connect on a socially relevant level. To naturally allow this to
happen, there are three points of relationships the member will have
in your facility.
1. Member to member interaction
2. Staff to member interaction
3. Member to facility interaction
Each of these interactions is a means to engage the member in a
positive way. At its most basic, social nodes, placed strategically
throughout the club, help foster meeting new friends in a socially
relaxed environment. Waiting for a Group X class to start, a chance
meeting on a staircase, engaging in the same program, etc. are all
opportunities to foster social engagement, which in turn makes your
facility socially relevant to this member. e same goes for whenever
the staff engages with a member. Whether one on one happens in an
office, at the counter, or on the floor, these types of interactions should
be well designed to encourage the sense of partnership that a member
should feel. One example of this is that the front counter should never
be too high, so a sense of sharing and welcome is promoted rather
than officiousness.
Last, let’s look at the member to facility interaction. How easy is it to
navigate your club? e fact that you have all the elements someone
would need is almost less important to how it is presented. As an
example, consider the experience of shopping in a good department
store, versus a Kmart. In a well designed store, each section is clearly
and legitimately presented, with a clear way to finding the product,
appropriate lighting and manageable in scale. One experience is
preferred over the other, and becomes the preferred hassle-free option.
A good client of mine has implemented these strategies in a simple
idea that embraces the concept of this third wave. e club is a large
sports club, with multiple options, such as swimming, tennis, court
sports, fitness, group x, functional and personal training. Forever they
gave everyone who joined a free introduction to the weight room.
Everyone got an offer for an orientation on the fitness equipment
whether they were interested or not. But by tracking what the
customer really wanted, they found that only 40 percent were actually
interested in the machines; however,
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Visiting a client recently brought this all to
mind. ey were stuck on what exactly to
do with their marketing because what
worked in the past was no longer
providing effective results. Direct mail
didn’t seem to be getting them the right
number of leads and traditional weekly
newspaper advertisements didn’t seem to fit
their demographics anymore. What to do?
approach allows marketers to invest more effectively – and it makes
them more accountable in terms of return on investment (ROI).
By MaryBeth Bradley So, it was time to return to the basics.
Why is measuring a return on investment so important now?
Simply put, there can be less tolerance for spending that cannot be
fully accounted for. With the availability of new marketing
techniques with tangible gauges available to clubs, it makes it much
more appealing.
Club owners and operators want every
single marketing penny to go towards maintaining and growing their
membership – and so they should. As the competition intensifies,
with many more clubs within a closer radius than in years past, they
are far less tolerant of overall spending that is hard to quantify. At the
top of their checklists are marketing investment decisions, some of
which are typically based more on feelings than on facts.
Developing a marketing mix that provides owners with tangible and
“trackable” results is now more important than ever. Clubs are
beginning to see what they are getting for their marketing dollars.
ey are now applying an approach whose techniques make sense of
previously inscrutable marketing choices; such as spending more on
word-of-mouth campaigns than traditional marketing channels. is
Why has it been so difficult to measure a return on investment
in marketing?
Sadly, there have been few recognized standards for just how to
measure results. Historically, clubs have given up proving measurable
returns, mostly due to the use of part time or reduced staff, thus
creating little pressure. ey instead rely on instincts or feelings given
their years of experience versus real, true results.
What can you do today?
Clubs must understand brand value growth opportunities and
potential areas for solidifying that brand. Identify the technique or
techniques that can bring the greatest improvement most quickly.
at leads to developing a consistent and relevant approach to your
club’s marketing mix, taking into account your marketing budget,
staff resources and geographical demographics.
8 Important Steps to Mastering the Mix
In this industry, and most others for that matter, there have been
certain areas of focus which have created a formula for success.
e key is to make sure that you are doing each one of these steps on
a regular basis. e effective “tools” in each step will vary due to the
specifics of your exact location, but the principles of development,
implementation and accountability are the same regardless of which
marketing vehicle is used.
1. External Marketing: is is probably the arena that everyone
is most familiar with. From direct mail to broadcast (radio and television) to everything in between, promoting your club to potential
prospects is still the cornerstone of any marketing mix. It also is typically the largest chunk of your marketing budget, so having an effective and useful process in which to track the results and return on
investment is even more important than in the past.
2. Internal Marketing: is is often the forgotten, but potentially
most reliable part of your overall marketing plan. From the moment
your member walks into your club, he is forming an opinion about
your club practices. Was he greeted in a friendly manner? Was the
locker room clean? Did the staff assist him properly during his stay?
Members formulate their opinions from all of these experiences.
Internal marketing is made of all the “touch points” you have with
your members. Because the majority of your new members will be
referred by your current members, this is the audience that needs
special attention. All too often this part of the process is overlooked
in favor of being only obsessed with prospects. Why not focus on
pleasing people who have already accepted the benefits of belonging
to your club? is marketing segment can consist of approaching
former members, tours and guests, missed guests and renewals to
member referrals and in house promotions.
11
3. Guerrilla Marketing: As described by the father of Guerrilla
Marketing, Jay Conrad Levinson, marketing has to be the best of both,
traditional and unconventional, to achieve and exceed the desired
goals. e concept of guerrilla marketing is an unconventional system
of promotions that relies on time, energy and imagination rather than
a big marketing budget.
Given the current financial times you can see why it has caught on
like wildfire. With very limited budgets, clubs must turn their
attention to this way of marketing. From door hangers to take ones
and flyer distribution to traditional lead boxes, it now becomes a
critical part of your total strategy.
4. Corporate Marketing: Long thought of as one of the hardest
aspects of a total marketing approach, this can also end up being the
most rewarding. Yes, the sales cycle may be a little bit longer, but the
return on investment in terms of multiple memberships and other
non-dues revenue makes the payoff very appealing. Corporate
marketing doesn’t have to mean leaving message after message with
human resource departments. It can also include health fairs, open
houses, Chamber of Commerce events and lunch seminars or
workouts. Health and wellness is still critical for businesses, so stay
with it. ere is almost a business in itself just doing seminars for
companies and talking to staff about being healthy.
5. Community Outreach: is crosses over some into “corporate
marketing”, but it is also separate because it focuses a bit more on
charitable or fund raising efforts. Outreach is the donation of time or
resources to benefit a community in an effort to improve the quality
of life for community residents. Canned food drives, blood drives,
walks for charity and money raised for sponsored events are just a few
examples. e public relations benefit, combined with simply being
a good citizen, means you cannot lose.
6. Retention Marketing: Again this also crosses into “internal
marketing” however its importance requires it own section. Selling to
an existing member has a 60-70% success rate as opposed to around
5-20% selling to a new prospect. Even more impressive is that a 10%
increase in member retention can result in a 30% increase in the value
of the club. So many marketing plans focus on new member
acquisition that they largely ignore member retention.
Some easy to implement ideas include bringing your members
together, initiating a loyalty program, referral program or a member
appreciation program, creating a member advisory board or a
suggestion box, providing excellent customer service and, most
importantly, communicating with your members on a consistent basis.
7. Internet Marketing: Unless you have been living under a rock
for the past several years, you have been bombarded with pleas to
integrate internet marketing into your overall marketing mix. I agree.
It is how people now communicate and interact with each other, so
why fight it. Clubs will spend money on a fancy brochure or even
direct mail and not realize their website and corresponding
communication tools will create a much larger return on investment.
Internet marketing is very broad in scope, because it can refer to
marketing on the internet (like your website), but also includes
marketing done via email and wireless media. ere is no question
this is a rapidly changing and evolving
12
California Workers’ Compensation Update
2013 Changes and Trends
California club owners
know that the cost to
provide workers’ compensation coverage to their
employees has followed a
cycle with dramatic swings.
Work Comp Rates for clubs
in the period between 2003
and 2005 peaked at over $6
By Jim Foley and Ken McKay
per $100 (6%) of payroll. As a
result of legislative reforms
initiated in 2005, Clubs’ annual renewal rates began to fall. By 2009
rates had fallen by over two-thirds, bottoming at less than 2% of
payroll in 2009 and remaining low through 2011. Adverse carrier
results and erosion of some reforms combined to increase 2012 rates
by 15%, to roughly 2.25% of Club payroll.
It is interesting to note an earlier 10-year pricing cycle (1993 – 2003)
also began with Club rates in the 6% range, with a drop mid-way
through the period to 2%, before rising back to 6% at the end of the
period. All stakeholders - employers, labor, insurers, and legislators –
want to avoid a repeat of that earlier cycle that saw rates triple.
Factors in play:
• CA Senate Bill 863 (SB 863) – Workers Compensation. e Labor
and Employer communities came together to draft this reform
package which goes into effect January 1, 2013. e State anticipates
a net savings of $1.2 billion in 2013, an amount that is roughly 10%
of the $12.5 billion that insurers are projected to spend on 2011
claims and expenses.
• While reform brings hope of cost stabilization, the cost of prior years’
still unresolved claims continues to escalate. Carriers’ loss and expense
CCD News Update is published by
California Clubs of Distinction
5382 Coach Dr. • El Sobrante, CA 94803
Editor: Barbara Mathew
(707) 483-4444
barbcalifclubs@gmail.com
Art Director: Corrine Lane
(916) 952-7837
corrine@lanecreative.net
CCD DISCLAIMER: CCD News Update contains facts, views, opinions, statements, recommendations, advertisements,
and other content not owned or controlled by CCD or any of its affiliates. CCD uses reasonable efforts to include
accurate, current information in this publication. However, CCD makes no warranties or representations as to the
accuracy, safety or value of any content in this publication, nor shall CCD be responsible for any non-factual information. CCD assumes no liability or responsibility for errors or omissions in this publication. The content in this
publication does not necessarily reflect the views, opinions, or recommendations of CCD, its employees, officers, or
directors. The opinions expressed in the articles are solely those of the authors. Nothing in this publication may be
reproduced in any form without express written permission from CCD. All contributors must ensure the accuracy of
their claims and that they are submitting original work. CCD does not tolerate the practice of plagiarism.
Any persons attempting to earn credit for work that is not their own will lose all publishing privileges with CCD.
Contents of this publication cannot be
reproduced without written permission from CCD
costs for 1/1/09 – 12/31/11 could ultimately exceed premiums by
over $10 billion.
For those three years, California workers’ comp insurers are projected
to ultimately spend $1.38 for every $1.00 of premium collected.
e reforms in SB863 hold the promises of lower claims cost,
improved efficiency in claims processing procedures, and ultimately,
rate relief for California employers. 2013 savings of $1.5 billion will
be offset in part by the cost of increased Permanent Disability
payments to be phased in over 2 years - $310M in 2013 and $530M
in 2014. Benefit levels will increase, but gone are such questionable
add-ons as sleep disorder, sexual dysfunction, and most psychological
claims.
Adverse Loss Experience: Unfortunately, increasing premiums and
rates will almost certainly continue into 2013. What has been an
overly competitive marketplace coupled with medical cost inflation
has led to an expansion of claims that greatly exceed the premiums
charged. Our State’s ongoing economic difficulties add to workers’
compensation carrier woes:
• Workforce shrinkage reduces payroll thereby reducing
gross premiums
• Claims increase in number and duration when jobs are scarce
e most recent actuarial review of past years’ claims cost indicates
that rates are over 9% lower than they should be. e WCIRB
governing Board is optimistic about hoped-for savings from SB863
and has recommended no increase in rates to the Department Of
Insurance. Still underlying costs continue to increase and carriers
continue to file for increases. As such, it will likely take at least 24
months for this cost bubble to work its way through the system.
What Clubs can do: Individual employers can’t control the larger
elements that drive workers’ compensation pricing cycles, but you
need to know:
1. Workers comp insurers will always favor clean, well managed, and
afe businesses; and,
2. Your safety record is reflected in your Experience Modification,
which can either cost or save you $1,000’s.
With rates trending up, now is the time to think about ways to control
costs. Partnering with Fitness Pak/InterWest Insurance to evaluate your
safety programs, employee training and claims management practices is a
good first step. Feel free to contact us with questions and clarifications: Ken
McKay or Jim Foley: 800-873-3725.
●●●●
13
14
Training Movement, Not Muscles
How often do your clients squat to pick
something up without engaging their butt?
Or get off the couch only using their triceps?
Every day, movement occurs by using more
than one muscle group at time, and more
accurately, among tissues that connect
those muscle groups (myofascial networks).
To move a bag of groceries from the trunk
of your car to your house, you use your
By Mark P. Kelly, Ph.D, butt, your shoulders and most everything
Exercise Physiologist (ACE) in between. You do the same when you
pick your infant child off the floor. So why
train your clients by isolating one muscle at a time?
a squat, which is one of the bodies very basic and fundamental moves,
several joints and many muscles work together to accomplish this.
As babies, we learn to get up from a deep squat and stand. As adults,
we unlearn this and often injure ourselves due to poor movement skills
and weak joints. Having integrated strength amongst different
muscles surrounding a joint helps create stronger and more stable
shoulders, hips, knees and ankles.
Isolated movements also don’t train balance or neuromuscular
coordination, and they definitely don’t train for performance.
If you’ve ever seen a bodybuilder who couldn’t run a mile, then you’ve
seen this theory in action. When someone asks, “how much do you
bench?”, the functional trainer replies with, “how many push-ups can
you do on a thera-ball?”
Although the “old-school method” of sitting on a bench curling biceps
still exists among bodybuilders, the reality is people who want to lose
weight or get in better shape, won’t get much benefit from improving
the size of their biceps or doing heavy squats for massive quadriceps. Let’s say, for example, you have a client training for his or her first
mud run, an obstacle-style running course that’s surging in
popularity. Events like the Tough Mudder have about 25 obstacles
over a 10-12 mile course of varied terrain.
Movement-based training may help strengthen the quadriceps, and
more importantly, it can strengthen and lengthen tendons and
supportive structures we use every day such as the Achilles tendon or
iliotibial (IT) band. at added support can prevent knee and hip
injuries as well as build movement efficiency.
To effectively train the mud runner, who must climb walls, dive in
freezing water, crawl under netting, jump over cars or bales of hay and
effectively run on uneven terrain in the process, a whole-body
training program is essential. at client needs a combination of
muscular endurance, some high intensity interval training (HIIT), a
healthy base of plyometrics and agility-based exercises. ey would
benefit far more greatly from a boot-camp style, small-group training
class than bench presses or hip flexors on a machine.
e only time any muscle or joint works in isolation is when it’s
working on a machine designed for isolation with one single axis of
rotation – think leg presses, tricep press-downs or deltoid side raises.
Otherwise, muscles, tendons and ligaments are inherently designed
to work in a coordinated, synergistic manner to either create
movement or decelerate movement.
ink of the pinnacle of fitness-based performers. What type of
athletes do you feel meet that mark? If your definition of fit is strength,
power, agility, speed and reactivity – which it should be – then you
probably think gymnasts meet that definition more than bodybuilders. Athletes like martial arts masters, professional dancers, and
acrobats may incorporate some isolation exercises, but the bulk of
their training comes from multi-planar movements, using equipment
like medicine balls, cable machines, stability balls or sandbags, or
their bodyweight.
The Move Away from Machines
Most traditional exercise machines are designed with a specific path of
motion controlled by the pulley or cam. e stabilized, controlled,
sometimes variable resistance creates a false sense of strength. During
natural movement, the body must have balance and coordination, and
often must perform in a dynamic (changing) environment. Even if
someone is extremely strong on a machine that isolates a specific body
part or muscle, that doesn’t mean they’re efficient at recruiting a
number of muscles, ligaments and tendons to work together to create
strength and stability around a moving axis of rotation.
For example, your client may be a powerhouse on the leg-press
machine, but that doesn’t mean they’re a powerhouse at squats,
especially squats on a stability disc or BOSU ball. When performing
How Can I Sell Movement-Based Training to Clients?
Despite the latest research that states movement-based exercise is more
conducive to what your clients need to perform activities of daily life,
those studies won’t help you sell the idea to clients.
Instead of focusing on technical information about elasticity and
fascia, use these explanations to sell your clients session
packages that incorporate movement-based exercise:
You’ll lose weight faster. – Muscles use oxygen to produce
energy (ATP). When more muscles are involved in a movement, the
more oxygen that’s required for energy production. More oxygen
equates to a greater caloric expenditure, which is a technical way of
saying your clients will burn more calories the more muscles they use
during exercise. A lunge with overhead press, for example, will burn
more calories than a leg press that’s training only a specific muscle
(quadricep).
You can do more in less time. – Training more muscles allows
your clients to get more out of a short workout. Typically, men and
women have to work around their schedules at home and on the job,
so their time is always valuable. One hour of movement-based
training is much more efficient than one hour going from machine to
machine in the gym.
It helps reduce risk of injury. – Using the same muscles,
ligaments and tendons in client workouts in the same manner they’ll
use them in everyday life not only builds strength but also prepares
15
16
Fall Prevention Strategies...
Understanding the risk factors that are under
your control and how to control them.
e National Safety Council reports that
slips, trips and falls are the leading cause of
unintentional injuries in the United States,
resulting in 8.7 million emergency room
visits annually. Falls are the most frequent
and severe general liability claims presented
to e Hanover by our FitnessPac program
with
Interwest Insurance Services, and the
By Sandra Burke
first or second most common workers’
compensation claim (depending on industry) for e Hanover
Insurance Company overall.
When falls occur, the accident is usually blamed on environmental
factors, such as a wet floor, worn carpet, an electrical cord in an aisle
or lighting conditions. Yet falls, like other accidents, result from
multiple contributing factors.
Environmental Factors Associated
with Slips, Trips and Falls
e walking environments in fitness clubs are diverse and constantly
changing. e free weights in the fitness room make their way to the
floor. Rain is tracked inside the facility. Food is spilled in dining and
kitchen areas. Even the child care room can present fall hazards given
various play equipment and toys.
Changes in the walking surface composition, such as a change from
carpet to tile, can contribute to a fall. e change in surface requires
a change in walking gait to avoid a loss of balance. Care must be used
when designing or renovating floor surfaces.
Floor level changes can contribute to a slip or trip hazard when not
well marked, such as with a contrasting color or pattern. Changes of
vertical levels as little as ½ inch or less can create a trip and fall
hazard and necessitate a repair or a ramp. is is especially true for the
physically disabled or older adults due to differences in gait
characteristics.
Surface conditions can change and create a hazard, such as with a
wrinkled carpet or loose floor mat. Foreign substances may impair a
walking surface quickly. A wet spill on carpet can be tracked to a tile
floor to create a slip hazard. Oils from parking lots or kitchen floors
can create a significant (and sometimes invisible) slip and fall hazard.
Obstructions sometimes appear quickly and can be a source of trip
hazards. In a busy club, materials such as clothing, cell phones, hand
weights and towels will be dropped or placed in walking areas only to
trip someone.
Human Factors Associated with Slips,
Trips and Falls
Human factors associated with slip, trip and fall accidents may be
hugely diverse among club members and employees. Many clubs
actively market to older Americans or have plans to do so. Physicians
and physical therapists often refer their patients to fitness clubs to
improve their overall conditioning. e Center for Disease Control
and Prevention tells us that 1 in 3 adults over 65 will fall this year.
Falls for older age groups increase due to diminished eyesight,
medication effects, joint pain and other health conditions.
e ability to “arrest” or break a fall is reduced as people age.
e injuries of this group tend to be more serious and debilitating.
Medications are common in a given populace and may have side
effects such as dizziness and/or drowsiness that increase fall potential.
Some clubs serve alcohol which significantly increases fall risk factors.
Universally, people are more and more distracted - such as with
electronic hand held devices. Human factors cannot be controlled
but must be considered in fall prevention planning.
Fall Prevention Strategies for Fitness Centers
A slip, trip and fall prevention program can be highly valuable to a
fitness club. e program should include a management policy
statement, training goals and objectives, housekeeping standards,
corrective maintenance procedures, facility inspections, and an
incident response plan.
e slip, trip and fall management policy statement should clearly
articulate fall prevention as a club priority. e policy statement
should be signed by management and presented to current employees
at orientation training. Training should be provided to employees and
supervisors at hire and periodically thereafter regarding the unique
17
slip, trip and fall exposures associated with the fitness center
environment. is training should include fall hazard recognition
and employee responsibilities.
Established and formalized housekeeping standards are an integral
aspect of the program and help give employees a sense of
management’s vision and expectations of the club environment.
Housekeeping standards are useful to control the moving parts of the
club that can create a sudden hazard – the slippery kitchen floor at
lunch or the wet towels overflowing in the locker room. is standard
also helps address the sense of urgency associated with correction of a
potential fall hazard.
Corrective maintenance procedures should be established to address
conditions that need repair so that maintenance personnel
are promptly dispatched. If a hazardous condition cannot be
immediately addressed, the manager on duty and maintenance
manager should confer quickly regarding interim measures that will
appropriately mitigate the fall hazard until the necessary repair can
be completed.
A facility inspection program should be established, preferably in a
checklist format. A shorter version can be created to address the most
frequent hazards and can be conducted twice or more a day.
is inspection might be incorporated into other facility inspections
but should check for items such building entrances, locker rooms,
kitchen floors, potentially wet areas and busier areas of the facility.
Parking lots and sidewalks should be inspected visually at least daily
and be sure to include lighting at night.
be fully investigated to identify contributing and root cause for
preventative purposes.
In a nutshell, the best fall prevention plan is based on understanding
contributing factors, recognizing what factors the club can control to
prevent falls and to control them well with a thoughtfully developed,
documented and executed slip, trip and fall program as a cornerstone.
Do realize that various laws and regulations can and do impose
specific criteria for floor surfaces that are beyond the scope of this
article. As such, consult with legal counsel regarding specific concerns
or issues regarding walking surfaces in your facility.
Sandra Burke is a Senior Loss Control Consultant with Hanover
Insurance Group in San Francisco, CA. She is a Board Certified Safety
Professional with 25 years of experience. She holds both a BS in Industrial
Safety/Fire Prevention and an MS in Public Services. She supports loss
control services to FitnessPak Program customers insured by e Hanover
Group on behalf of Interwest Insurance Services, Inc. e recommendation(s) and contents of this material are provided for informational
purposes only and do not purport to address every possible legal
obligation, hazard, code violation, loss potential or exception to good
practice. It should not be construed as indicating the existence or
availability of any insurance coverage. e Hanover Insurance Company
and Citizens Insurance Company of America and their affiliates and
subsidiaries specifically disclaim any warranty or representation that
compliance with any advice contained herein will make any premises,
property or operation safe or in compliance with any law or regulation.
Weekly inspections at minimum should be conducted to assess
conditions such as proper drainage of wet areas, condition of flooring
material, handrails and interior/exterior lighting.
Seasonal inspections should be conducted to address weather related
slip, trip and fall hazards that develop such as with icy weather
conditions, wet leaves on walkways that may be tracked in, or even
foliage that needs to be trimmed from walkways.
More in-depth inspections should be planned quarterly or so to
address wear and tear type hazards that might be missed on a day-today basis. ese inspections should include maintenance staff.
All inspection records should be maintained.
An incident response plan should be in place that assures that a
member or employee fall is properly attended as quickly as possible.
When a customer or employee falls, assistance should be provided
immediately, confidently and competently. First aid should be
provided to the degree that the facility is trained and equipped to do
so. Emergency assistance should be provided if needed, while
providing supportive understanding and a presence for the injured
party. e manager on duty should always be notified as soon as
possible. Assistance and empathy for the injured is critically
important but does not include any acceptance of liability, verbal or
otherwise, where a club member or guest is injured.
Documentation should be completed as soon as possible before facts
are lost or forgotten. e slip, trip and fall program should include a
specific procedure and format for reporting, including photographs
if appropriate. e form should be maintained on file and provided
to appropriate parties such as claims personnel. e incident should
●●●●
18
2013 Event Calendar
Using Mobile to Engage Gen Y in Fitness
Karen Jashinsky - Webinar
Feb 19 Utilizing Data For Retention & Engagement
Mike Rucker/Ryan McFadden - Webinar
Mar 20 Reception at the IHRSA Convention
6:30 - 8:30 pm - Border Grille Mandalay
Mar 21 California Meeting at the IHRSA Convention
9:45 am - Room TBA
Apr 16 Anatomy of a Lawsuit Part 1: Protect your business
Jeffery Long - Webinar
May 14 Driving Small Group Training Profitability
Bonnie Lee - Webinar
June 4 Topic: TBA
Karen Woodard - Webinar
July 16 Legal Webinar: e Employer and Social Media
Gary Bradley - Webinar
Sept 17 Anatomy of a Lawsuit Part 2: (see April 16)
Oct 22 Topic: TBA
Bill McBride - Webinar
Nov 19 From Corporate to Community
Kevin Steele - Webinar
Networking Group for Kid’s Department Manager’s
Dec 3
Jan 15
Most clubs will need to retrain supervisors on
"Avoiding Sexual Harassment in the Workplace for Supervisors”
(required every two years). If you are in need of a training and have a
minimum of 7 workers to be trained Lin Conrad will travel to your
club. If you would like to volunteer your location for a training but
don't have 7 workers call Ms. Conrad to establish a date. In class
training has been proven to be the most effective means of subject
comprehension. It allows for lively discussion and questions.
IHRSA 2012
CONTINUED FROM PAGE 5
IHRSA STAFF:
President - Joe Moore; CFO/COO - Anita Lawlor; Pam O’Donnell - Vice
President of Member Experience; Jay Ablondi - Executive Vice President
of Global Products; Helen Durkin - Executive Vice President of Public
Policy
Serving on the IHRSA Board of Directors:
Christian Pierar - Chairman, De Fitness Organisatie
Brent Darden - General Manager/Owner, TELOS Fitness Center
Jasmin Kirstein - Owner & CEO, My Sportlady Fitness
Kay Yuspeh, CEO Elite Sports Clubs
Robert Brewster, President e Alaska Clubs
Carol Nalevanko, President DMB Sports Club Ltd.
Mark Stevens - Regional Director, e Houstonian Health Clubs @ Spas
Richard Bilton - President, Companhia Athletica
Ervin Zubic - Executive VP of Operations, Lifestyle Family Fitness
Scott Gillespie - Owner and General Manager, Saco Sport & Fitness
Molly Kemmer - General Manager, Fitness Center, MediFit Corporate Services
Art Curtis - Chair, President, Curtis Club Advisors, LLC
Bill McBride - President & Coo Club One, Inc.
is industry is made up of individuals past and present that are
passionate about the collective good. I can assure you that the IHRSA
staff and current Board of Directors are extremely focused on growing,
protecting and promoting this wonderful industry.
Bill McBride, Chairperson IHRSA Board of Directors; President &
COO of Club One, Inc.
●●●●
part of your marketing attack, but one that is critical for keeping up
with your competition.
8. On-going Marketing: is is often overlooked or put off. It is
the part of your marketing mix that creates accountability for results.
Developing a consistent marketing plan which includes all of these
steps doesn’t do any good if it sits there not implemented, and more
importantly, not tracked and reviewed.
Once you have filled up your marketing mix with the vehicles that
work best for you, create, maintain and monitor the plan to get the full
benefit. Here are five suggestions for getting the most out of your
marketing mix.
A. Assess the overall marketing expenditures and determine how each
vehicle is allocated.
B. Build a blueprint for optimization and the determination of the
return on investment.
C. Conduct the proper analysis and incorporate the results into your
future decisions.
D. Use the analytical results to help set new marketing budget targets.
E. Establish factors that encourage ongoing updates to match the
changing marketing mix.
MaryBeth Bradley has over 29 years experience managing and marketing
clubs of all sizes. As a marketing coach, her current clients include health
clubs from coast to coast whether they are fitness only clubs, personal training studios or large multi sport facilities. She has been a speaker at IHRSA,
Club Industry East, and various regional association conferences.
SKB provides effective marketing that demonstrates the benefits that joining a health club brings to life. We offer original, market-tested promotions
as part of an overall comprehensive approach to marketing. Contact MaryBeth at marybeth@clubads.com or 888-349-4598 Visit www.susankbaileymarketing.com
●●●●
19
ASSOCIATE
MEMBER
SPOTLIGHT
Vicore, located in Buffdale, UT., is a company that was started by
fitness enthusiasts who knew first hand the benefits of working out
on unstable surfaces. e spark came from watching the awkward
ritual between clients and trainers who were trying to create the
amazing results which are to be had from using soft surfaces
when training.
Back then, the only way to do this was on a physioball. At best, these
regimens seemed unnatural, confusing, and at times truely
dangerous. We thought there must be a better way. Vicore decided to
preform a bit of cold fusion. e idea was to “combine the tremendous
advantages of gaining balance, coordination and ergonomics with
equipment that people already knew and understood. Why not find
a way to integrate an air surface into a bench.” We knew it would not
only be safer but also more intuitive. Now anybody could get the
benefits of core training. Vicore is now the leading Soft Surface
Training equipment manufacturer in the world.
When we set out to create our first product, we had list of what we
called, “had-to-bes.” e Vicore Core Bench “had-to-be” visually
appealing; “had-to-be” safe; “had-to-be” easy to use; “had to-be”
bulletproof; “had-to-be” a product that delivers results; and it
“had-to-be a better way.” After a few variations (about 127), we
finally settled on the perfect combination of strength, safety, and
dynamics for our patented air surface (Dubbed the Body
Link System).
Vicore has a great looking bench that not only cooks your core but can
withstand well over 5000 pounds of force. e best thing about
Vicore as a company is we never stop working to innovate. e Body
Link System is impregnated with an anti-microbial agent to kill
bacteria 24/7 and U.V. inhibitors that stop the deteriorating effects
of the sun. Can you say “goodbye cracked upholstery” Our benches
are super easy to use and deliver phenomenal results. Vicore set out
to find a better way and we succeeded.
People tell us everyday how much they LOVE using our products.
User feedback is what continues to drive us!” said Vicore Vice President Greg Nigro. At Vicore we worked on perfecting our concept for
over 5 years when we officially launched the first production units at
the end of July 2011 at the Gold’s Gym convention in Las Vegas.
Vicore decided to give Gold’s a sneak peek of what we developed and
they immediately asked us to be a part of their National Vendor
Program. Gold’s Gym Franchisees from all over the world bought the
Greg Nigro
product. “Vicore sold so much product that we ran out of inventory,”
said Greg Nigro and so we needed to ramp-up production and
development of new products quickly.
e goal, as a company, is to create an entire Soft Surface
Training space. We recognize that there has been a lack of
innovation in the free weight category since the very first
adjustable bench. e future of free weight training is definitely
headed towards soft surface and Vicore is working on defining and
shaping that future. Our products are more comfortable, provide
better spinal support, superior ergonomics, a stronger core, better
balance, and an incredible mind/body connection, all with less wear
and tear on the body.
Since the release of our first product, ‘e Core Bench’, we have also
developed and brought to market e Core Ab, e Core Chair, and
e Core Incline Adjust benches. To give you an idea of how
popular these new products have been, we sold an entire production
run of Core Ab Benches in just under five days. “We are working
diligently on the release of two more products by the IHRSA
tradeshow” said Vice President John Wilson. We are a company that
will continue to build and create products that people love.
For more info about how your club or facility’s members can
benefit from Vicore’s unique products contact us at 310.877.4216,
gnigro@vicorefitness.com or visit our website at www.vicorefitness.com
●●●●
20
they were forcing 100 percent to try it. As a response, they decided to
ala-cart the components, giving each one of these programs a unique
architectural feature, just like a Macy’s department store might. ey
also developed a series of seven beautifully laminated 3” x 6” cards.
Each was a voucher for a free orientation for one of the “retail”
components. A new member can pick any two; whether it’s spinning
and swimming lessons, or racquet and group x presentation. Not only
does this creatively present and advertise the many features of this club,
but it customizes the experience for the member.
What is the most important aspect of this idea? It allows the members
to feel they are being provided what they care about, which is
customization. It also allows the owners to get feedback on what their
members want, so they can in turn shift their resources to improve the
services in demand. is is a true partnership. We all know that if we
can keep a member engaged in fitness, a neurological connection is
very possible. at addiction is a healthy one not only for our
members, but ultimately for our success.
Rudy Fabiano, a registered Architect and Interior Designer, is
president of Fabiano Designs, one of the country’s leading Architects for
fitness, wellness centers, sports and recreational clubs, as well as Spa work.
ey have produced over 400 projects in the last 21 years. Rudy can be
reached at Rudy@fabianodesigns.com
●●●●
Training Movement, Not Muscles
them for the sudden changes of direction they use every day. For
example, when they’re walking in a crowded park or when they’re bent
over cleaning the bathtub, their lower back won’t be as fatigued or
they’ll be less likely to pull or strain a muscle.
You’ll develop “body awareness. – Understanding the way
your body moves and practicing it on a normal basis will help your
clients begin to literally “feel” when they’re moving incorrectly or have
bad posture.
You’ll develop better balance between various muscle
groups. – Good balance or strength between opposing muscle groups
will facilitate efficient movement. Many male weightlifters, will chose
to train the “beach muscles,” which usually face forward (chest, biceps
and abdominals) paying less attention to the upper back, triceps and
lower back which counters each of these muscles.
It’s more fun. – Let’s face it, training clients to zig-zag between
cones or jump over small hurdles, jump ropes or play around on bars
allows them to have more fun than spending an hour or two each week
on machines. Load their workouts with variety and tests of skill, and
you’ll keep them coming back!
Mark P. Kelly, Ph.D., CSCS is an ACE exercise physiologist with more
than 25 years of experience. His background includes work as an exercise
science author, presenter, trainer, university teacher and researcher.
●●●●
21
CCD Associate Members
Architects
Joel B. Cantor AIA Architect
415-957-9755 • jcantoraia@aol.com• www.jcantorarchitect.com.
Serving the fitness industry since 1977, offers a full range of architectural, planning & consulting services for new facilities, additions & extensive remodeling.
Fabiano & Associates
Rudy Fabiano • 973-746-5100 • Rudy@fabianodesigns.com • www.fabianodesigns.com.
Architects and interior designers providing smart, efficient and creative designs that will help
your club’s project or renovation to be successful and within your budget. Our services are affordable and our experienced staff of 20 years will develop design solutions that will satisfy
your business plan as well as your programming needs. Our spaces are designed to keep people
motivated, happy and most importantly healthy.
gppa Architects • Certified Access Specialists
510.526.6226 • gilda@gppaarchitects.com • www.gppaarchitects.com
Gilda Puente-Peters Architects are experts in assisting health clubs to make their
facilities accessible and thereby avoiding costly litigation! We can evaluate your club for compliance with the new ADA recreational facility regulations. e deadline for compliance with
these new regulations is March 15, 2012. We can also provide a CASp survey report and certificate that provides important legal protection if your business gets served with a lawsuit. Be
proactive and schedule your inspection today!
Associations
FISA (Fitness Industry Suppliers Assoc.) • 858-509-0034
Dave Dinerman, Ex. Director • info@fisana.org
★ IDEA Health & Fitness Association
Kelly Nakai • 858-535-8979 • nakaik@ideafit.com • For info visit www.Ideafit.com
e world’s leading membership organization of fitness and wellness professionals with over
23,000 members in over 80 countries. Since 1982, IDEA has provided
personal trainers, group exercise instructors, fitness program directors, mind-body teachers,
health club owners and fitness center managers with pertinent information, educational opportunities, career development programs and industry leadership.
★ IHRSA • 800-228-4277
Pam O’Donnell, Member Services • info@ ihrsa.org • www.ihrsa.org
e international non-profit association of Health, Racquet and Sports Clubs.
Certification
★ ACE (American Council on Exercise)
Brian Greenlee • 800-825-3636 x 729 •Brian.greenlee@acefitness.org.
ACE is the world’s largest non-profit fitness certifying organization and provider of
fitness education. ACE sets standards and protects the public against unqualified
fitness professionals and unsafe or ineffective fitness products, programs and trends.
Call about our certification classes or contactwww.acefitness.org.
National Academy of Sports Medicine (NASM)
800-460-6276 • info@nasm.org
Brad Tucker, VP Sales • brad.tucker@nasm.org
David Correia 818-595-1210 David.correia@nasm.org
NASM also offers a progressive career track with access to specializations in Fitness
Nutrition (FNS), Sports Performance (PES), and Injury Prevention (CES),
Continuing Education courses and accredited Bachelor and Master Degree programs.
Merrithew Health Fitness/STOTT PILATES
Carol Tricoche • 800-910-0001 ext 203. See full listing under Fitness Equipment.
Consulting/Training
Faust Management Corp. • 858-674-2400
Dr. Gerry Faust • fmcgwf@aol.com.
Management consulting, executive coaching, speeches and seminars, management
development programs, GM and Club Owner Roundtables all that help leaders and
their teams succeed.
★ CCD Partnership discount
22
e Pilates Coach • 775-324-3224
Leslee Bender • www.epilatescoach.com
Pilates education/training products, miniball, Pilates
DVDs/VHS, clothing.
Premium Performance Training • 303-417-0653
Karen Woodard-Chavez • karen@karenwoodard.com
Karen has owned & operated clubs since 1985 and
now consults and trains club staff worldwide in
marketing, selling, service and management skills.
Services available on-site, online, by phone, books,
tapes, and manuals.
Court/Club Equipment
Athletix Products • 702-539-1270
Michael T. Myers • mmyers@contecinc.com
Disinfectant Wipes and Sprays (kills MRSA)
Equipment Cleaning Wipes, Lubrication and
Maintenance Wipes, Odor Neutralizers for locker
room environments.
★ First Service • 800-227-1742
Dan Goldblatt • firstservice@clubstuff.com
First Service is privileged to be a longstanding CCD
associate member and preferred supplier. Look to us
for top quality athletic equipment (tennis, basketball,
volleyball, wall padding, gym curtains and scoreboards), specialty flooring (weight room, gymnasium,
aerobic, water draining, locker room and protective
floor covers), and club furnishings (lockers, bleachers,
benches, stools, outdoor tables and benches). Take
advantage of our 35 years of industry experience!
GymValet • 216-378-4298 • Dr. Bruce Sherman
bruce@gymvalet.com • www.gymvalet.com.
GymValet® is an easy to install bottle and towel holder
that gives convenient access to fitness equipment cleaning and sanitizing supplies. GymValet’s unique connection system permits the holder to be attached directly
to virtually all strength training and cardio equipment.
GymValet can double as a handy storage container for
personal drink bottles and towels.
Merit Floor Care
Jonathan Summerfield
jonathan@meritfloorcare.com • 209-484-8388
Located in Stockton, California, Merit Floor Care
installs, repairs and refinishes all types of wood
flooring plus maintains and recoats wood flooring.
Merit specializes in painting game lines and logos on
wood flooring and synthetic flooring.
Credit Card Services
Business Credit Card Systems
Michael Varinsky
800 583-8472 • mvcredit@pacbell.net
BCCS has been processing credit cards for the health
club industry in California for more than 10 years.
Using state of the art equipment and software we offer
a wide range of services from gift cards to recurring
billing to check guarantee.
Payment Processing Inc. • 805-710-0241
Joe Shepard • Jhep993@gmail.com
Specialists in terminals & software systems.
Ask about ACH processing; gift cards & recurring
payment options. We make it easy!
Diet/Nutrition
Communication Consultants WBS, Inc.
Take It Off weight loss • takeitoffweightloss@yahoo.com
Casey Conrad 401-932-9407
is is a complete, turn-key, in-club weight loss program.
Fitness Equipment
Balanced Body Pilates • 800-PILATES (745-2837)
Dave Littman • Dave.Littman@pilates.com
Tonhi Tran x209 • Tonhi.Tran@pilates.com
Balanced Body® believes that mindful movement can
change your members’ lives. We are the leading resource of Pilates and mindful movement equipment,
information and training for CCD member clubs.
Start or expand your program with high quality on-site
training. Mat, Reformer, apparatus, CoreAlign® and
additional courses are available. www.pilates.com
NEW! Commercial Fitness Exchange, Inc.
Justin Fortune • 415-246-7841
info@commercialfitnessexchange
Fitness equipment dealer offering new, used and
remanufactured equipment.
Interactive Fitness Holdings/
Expresso Bikes • 408-215-1910
Reina Reeves • rreeves@ifholdings.com • 909-744-4707
We are the most advanced interactive indoor fitness
system for fitness facilities. Internet connected system
engages rider’s minds using the computer game
technology, reinforces their fitness success by tracking
indiv. workouts, helps them visualize their progress,
and makes the workout a part of social life by allowing
them to share their experiences on Facebook and
Twitter. Expresso also offers business tools for clubs,
including viral marketing tools, usage analytics,
brand-able Mobile web site. Upright, youth, and
recumbent models available.
★ Iron Grip Barbell Company • 800-664-4766
Tiffany Lea • info@irongrip.com • 714-850-6900
We the largest provider of commercial free weight
equipment worldwide and the only manufacturer with
a line of exclusively American-made free weight
equipment. Iron Grip is the equipment of choice for
premier fitness facilities worldwide, including major
health club chains, professional and university sports
training programs, corporate fitness facilities and all
branches of the US military. Ask us about our special
pricing for CCD members.
Keiser Equipment • 800-253-6568
Gary Klein • garyk@keiser.com.
Keiser air powered exercise machines. e power in
human performance. Via strength training, functional
training. Group cycling rear wheel drive bikes, treadmills,
power racks. Special programs for senior training (STEP)
and athletic performance. Power testing for athletes.
Keiser Institute on Aging. Xpress 30 minute workout.
Life Fitness
Jon orsell ,VP of Sales
800-449-6017 jon.thorsell@lifefitness.com
Joe Harris, Sales Rep Northern California
925-584-5077 cell 530-550-8977 office
joseph.harris@lifefitness.com
Joel Pigott, Director Southern California
949-702-2121 cell 949-218-7900 office
joel.pigott@lifefitness.com
Michael Pooler, Sales Rep Southern California
714-224-6866 cell 562-694-0075 office
michael.pooler@lifefitness.com
e largest commercial fitness equipment manufacturer in the world. Our line includes Life Fitness®
cardio & resistance equipment and Hammer
Strength.® We also offer Lemond Fitness® RevMaster
group cycling bikes and Peak PilateSystemTM portable
Pilates equipment.
Nautilus®Commercial Products/Med-Fit Systems, Inc.
Bruce Kaplan • 760-814-7513
bkaplan@medfitsystems.com
We supply strength and cardio vascular equipment.
Nautilus has a 40 year history of producing world class
equipment made in the USA.
Merrithew Health & Fitness/STOTT PILATES
Carol Tricoche, Global Director, Full Solutions
800-910-0001 ext 203 • carol.tricoche@merrithew.com
e world’s only full-service Pilates company. Provides
facilities with everything you need to run a profitable
Pilates program. We have trained over 26,000
students, from over 100 countries and we have 57
Licensed Training Centers.
Paramount • 800-721-2121
Chris Babecky, Director of Sales North America
cbabecky@paramountfitness.com
John Sutcliffe • 805-728-5898
jsutcliffe@paramountfitness.com
After 56 years, the leading manufacturer of commercial
strength products: single, dual and multi-station
machines; plate-loaded and modular systems; free
weight benches and racks plus functional training
equipment.
Power Systems • 800-321-6975 ext 7889
Kelly Williams • kwilliams@power-systems.com
www.power-systems.com
Power Systems was founded by Bruno and Julie
Pauletto over 25 years ago and we are a leading supplier of fitness and sports performance training equipment. Our product line covers over 2000 strength and
conditioning products for Health and Fitness Clubs
pertaining to Group Fitness, Functional Training and
Personal Training. We are located in Knoxville, TN
and utilize over 300,000 sq. ft. of office and warehouse
space. Our Mission is to advance health, fitness and
physical performance for everyone.
Precor
Jason Blair (Central Calif )
866-205-2063 • jason.blair@precor.com
Jarred Willis, Sr. Key Acct Mgr
503-528-6061 • willis@precor.com
Rebecca Bowdish (Southern Calif )
888.526.7394 • rebecca.bowdish@precor.com
Cardiovascular & Strength equipment, Cardio
eater/ClubCom entertainment technologies &
competitive financing to bring the whole
package together.
Star Trac
Mike Westcott, West Coast Manger
800-297-5286 • mwestcott@startrac.com
Complete line of best-in-class commercial cardio equipment
including treadmills, bikes, crosstrainers, steppers and Spinner® bikes, and a full range of strength training equipment.
Brent Huntley, Northern CA
916-761-1766 bhuntley@technogymusa.com
Innovative solutions to help people achieve Wellness
through engaging exercise. We are guided and united
by Wellness as a social responsibility. Products: Vario
adaptive motion trainer, Kinesis functional trainer,
Kinesis Stations, Excite+ Cardio featuring Visio Web,
Selection and Element+ Selectorized Strength, Group
Cycle, Easy Line Circuit and Wellenss System.
Total Gym
Bonnie Lee • 858-764-0004 • blee@totalgym.com
www.totalgym.com
Total Gym® is the world's leading privately-held
manufacturer of functional and bodyweight training
23
equipment for home consumers, fitness professionals,
athletic trainers and rehabilitation specialists. Founded
in 1974, the San Diego-based company's Total Gym®
equipment is used in 14,000 physical therapy clinics,
athletic training facilities, hospitals, universities,
professional sports teams and health clubs worldwide.
Total Gym continues to lead the industry with innovative functional training products and the award-winning GRAVITYSystem® commercial fitness program.
TRX (formerly Fitness Anywhere)
Brian Weaver, Southern CA Sales Manager
(619) 886-4034 • bweaver@trxtraining.com.
Mike Cole, Northern CA Sales Manager
(415) 983-3260 • mcole@trxtraining.com
TRX produces and sells Suspension Training
equipment and programs to trainers, clubs, athletes,
physical therapists and the military. Suspension
Training bodyweight exercise develops strength,
balance, flexibility and core stability simultaneously.
Vicore Fitness
Greg Nigro 310-877-4216
gnigro@vicorefitness.com
Vicore Fitness is the industry’s leading developer of
Soft-Surface training equipment. All Vicore benches
and equipment feature the patented Vicore Body Link
System which creates instability and forces the user to
engage additional core muscles doing traditional exercises.
Health Assessment & Equipment
MicroFit, Inc.
Rob Rideout • 559-475-7007 • sales@microfit.com
www.microfit.com
For over 25 years quality fitness centers around the world
have used MicroFit fitness assessment products to offer a
unique member service program not found in most low
cost, exercise shops. A MicroFit fitness/wellness
assessment allows trainers to meet new members, gain
their trust, understand their goals, recommend programs,
and track their progress. is experience helps members
achieve better health. Our fitness assessment software
measures over 30 physical fitness characteristics and can
be interfaced to the testing equipment for computer-controlled assessments of weight, body fat, blood pressure,
flexibility, strength and cardiovascular fitness.
Insurance
★ FitnessPak: CCD Endorsed Provider
Jim Foley • 800-873-3725 • jfoley@iwins.com
Ken McKay • 800-444-4134 • kmckay@iwins.com
Tony Pozas • 530-895-1010 • tpozas@iwins.com
Matt Bauer • 800-873-3725 • mbauer@iwins.com
Club insurance specialists.
NEW! ISU Insurance Brokers of San Diego
Bart Castellitto • 858-391-0282
bcastellitto@isusroys.com
ISU Insurance Brokers of San Diego is a full service
insurance broker providing all lines of insurance
products with over 25 years of experience in the fitness
industry. Allow us to be your “risk coach”, we will have
your insurance program in shape in no time.
Legal
Bradley & Gmelich • 818-243-5200
Tom Gmelich • tgmelich@bglawyers.com
Gary Bradley • gbradley@bglawyers.com
General counsel for health and fitness centers
throughout California. Bradley & Gmelich specializes
in membership agreements, employment matters,
business counseling and litigation, and general liability
matters. Our holistic approach to practicing law
benefits your entire operation. Please call for a
free consultation.
Manning & Kass, Ellrod, Ramirez, Trester LLP
Anthony Ellrod • 213-624-6900 •
aje@manningllp.com • manningllp.com
Legal counsel in the health club industry, including
drafting releases and contracts, and advising on and
litigating business, commercial, personal injury,
employment, and workers compensation matters.
Offices in LA, Orange County, San Diego,
SF, Phoenix.
★ Prout, LeVangie LLP: CCD Endorsed Provider
916-443-4849
Jeffery Long • jeffery.long@proutlaw.com
Specializing in conducting risk management analysis
for health clubs, preparing valid waiver and releases,
and general health club litigation.
Locker Room Amenities
★ Petra Hygienic Systems: CCD Endorsed Provider
John Mickelson • 877-888-6655 ext 3
john@petrasoap.com
Matt Anderson • 877-888-6655 ext 6
matt@petrasoap.com
Personal care products for the locker room and club.
Marketing
Reach Sports Group
James Brough
916-716-0316 • jim.brough@reachsportsgroup.com
W. Brent Arnold
541-915-8428 • brent@reachsportsgroup.co
Reach has its own digital signage network that is in
over 500 athletic, health and fitness clubs, university
fitness and recreation centers, ice arenas, YMCAs and
JCCs throughout the United States. e advertisingsupported Reach Network features large high-definition flat screen digital televisions, with flash screen
technology, that inform, entertain and educate
members and visitors at partner facilities.
Susan K Bailey • 888-349-4598
MaryBeth Bradley • marybeth@clubads.com
www.clubads.com
Creates effective direct marketing pieces that cut
through the clutter and let you target market.
Advertising that works out!
Programming
Les Mills West Coast
lesmills.com, info@lesmillsusa.com, 888-669-8876
Shelley Pendeville, Director of Sales, shelley@lesmillsusa.com
Provides the world’s best Group Fitness System that
buildsmembership and profitability. Our programs are:
BODYPUMP, BODYFLOW, BODYCOMBAT,
BODYSTEP, BODYJAM, RPM, BODYVIVE,
BODYATTACK.
TRX (formerly Fitness Anywhere)
Krag Rasmussen, Dir of N. American Commercial Sales
415-655-4767 • Krasmussen@trxtraining.xcom
Steve Elbert, Regional Sales Mgr. So Cal, AZ, So NV, HI
(858) 603-6494 • selbert@ trxtraining.com
See full listing under Equipment section.
Retention & Reward Programs
retention, ancillary revenues, sales and profitability.
Our Email Services deliver automated email targeting
every segment of their membership and marketing
broadcast emails to promote club services and program
utilization. Our Social Media Services create and
actively manage a club’s Social Media presence;
maximizing fan recruitment and interaction,
marketing initiatives and profitability.
Software/Internet Programs
ABC Financial Services • 800.622.6290 ext 1166
Steve Ayers, Vice President of Sales & Marketing
501.515.5066 • ayers@abcfinancial.com
ABC Financial is the leading service provider of key financial services including software, billing,payment
processing, and merchant services for the health and
fitness industry. In addition, ABC provides comprehensive on-site training and club marketing.
CSI Software • 713-942-7779 x236
Ken Heineman • kheineman@csisoftwareusa.com.
A leading provider of club management software for
health and fitness clubs. Fully integrated, single source
enterprise solution is scalable for all size health and
fitness clubs. More companies in the Top 100 use CSI
Software than any other software vendor in the world.
Our club management solution will reduce costs,
increase employee efficiency, improve the customer
experience and increase revenue!
Fiserv
Barry Bleuer • barry.bleuer@fiserv.com 832-864-1120
Jan Harms • jan.harms@fiserv.com 877-501-9673
A comprehensive and scalable solution that combines
the best of club management software, managed
member data services and payment services. When
these three vital club functions are fully integrated,
your club reaches the peak in profitability and
operational efficiency.
MembersFirst • 508-310-2360
Dawn Proc 508-813-9258 dproc@membersfirst.com
Hillary Scott • cell 415-250-9876 • hscott@embersfirst.com
Internet-based marketing and member communication
solutions to the Health & Fitness Industry. We build,
design and manage club web sites to support all aspects
of membership from acquisition, activation,
engagement and retention.
Pronto Marketing
Alma Rodoni • 800-270-3440 • sales@prontomarketing.com • www.healthclubs.prontomarketing.com
We create and manage all the moving parts of your internet presence without it costing a fortune. Pronto
manages a website, social media and all of the components that go into a well orchestrated internet presence
to meet your business goals. We set up and take care of
all aspects of your online presence: Website design and
Copywriting; Search Engine Optimization; Social
Media Management; Local Business Directory Listings
Twin Oaks
Carole Oat 860-829-6000x281. coat@tosd.com
We developed software and services from a unique
perspective — yours. As former club owners and
operators, we’ve lived through the rewards and
challenges of running a facility, the tedium of
processing billings, and the fine line you walk trying to
collect on declined EFTs while keeping those
members, well… members.
Retention Management • 800-951-8048
John Heppenstall • JohnH@RetentionManagement.com
Retention Management helps fitness centers increase
24
California Clubs of Distinction
5382 Coach Drive
El Sobrante, CA 94803
PRSRT STD
U.S. Postage
PAID
Petaluma, CA
Permit #138
Membership Application
Membership Pledge
Membership in CCD is open to health, racquet, and fitness facilities which pay
property taxes and do not accept tax-deductible contributions of
capital or operating costs, e.g., 501 c(3)’s, government agencies and their subsidiaries. Applicant facilities must sign the Pledge below to activate a membership.
Your club will be reviewed by the Executive Director upon application, change of
ownership, or if a questionable ethic is brought
before the Board. If you have any questions, please contact Lin Conrad, the Executive Director, at 510-243-1532. CCD reserves the right to make final decisions on
applications for membership.
As a member of CCD, I agree to operate my club in the best interest of the consumer and the industry by: • Assuring that my club is a service driven club • Abiding by all federal, state, and local consumer protection laws and all other applicable
legislation • Engaging in a positive sales approach
• Opening membership to persons of all races, creeds and places of origin.
I agree to abide by this Membership Pledge:
Club Name:
Street Address:
City:
State: Zip Code:
Owner:
Manager:
e-mail address (for CCD use only):
Signature:
Please mark the appropriate box for annual dues:
q
q
q
q
q
Date:
1 club with 2,000 sq. ft. or less = $225
1-4 clubs = $360 each facility (all clubs must be members)
15+ clubs = corporate membership (contact CCD for dues)
IHRSA Members receive a 5% discount.
Web site: www.
Telephone:
Fax:
Number of Clubs:
Amount enclosed: $
Mail check to: CCD, 5382 Coach Drive, El Sobrante, CA 94803
CCD, a non-profit association, is the voice of the club industry in California. CCD’s purpose is to
promote responsible growth of the California club industry and to enhance the professionalism, effectiveness
and profitability of its members through networking, education and positive legislative change.

ccd news update - California Clubs of Distinction

Transcription

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