Running a sport gym requires a keen eye for myriad aspects from giving the requisite training to the clientele to getting right equipment in place
The facts that "dynamics vary significantly from one game to another" and that the "difference between the persons occupying the "top" and "last" position in competitive sports say an Olympic sprint competition can be even less than a second" makes enough compelling reasons for employing the very accurate "exercising tool" for the visitors.
Moving ahead, the trainers that are hired should also possess the skills required for working on these technical devices. This is needed all the more as the duration for which a given person is to spend on these is a function of several factors like "age", "present fitness" and "willingness" to name a few. This creates a "complex enough" milieu to be sorted out before setting the schedule for the person.
Yet another entrant on which the success of any such club depends is the "customer satisfaction level". "Improvement in fitness" as seen by the client is a highly qualitative subject thereby increasing the possibilities of conflicts. The way out is to bring in a useful methodology for counting the progress being made by the club.
However, these roadblocks can be efficiently tackled using a measurable tool like BSC, i.e. Balanced Scorecard. Under this concept, one is required to search for the "areas that count" after analyzing the operations occurring at the place in a sufficient detailed manner. Post the analysis, KPIs (Key Performance Indicators) are to be put under each of these to attain a "complete bird eye view" of the gym.
The aspects, which one can start with are- Internal Operations Perspective, Financial Perspective, structure Perspective and Customers" Feedback Perspective. Indicators for Financial Perspective can be- Investment in Equipments, Yearly rise in investment, Expenses: Revenues and Yearly rise in membership collections. Internal Operations can be evaluated with KPIs like "Number of specialized training sessions", "duration of training session", "Gym Capacity" and "fraction of certified staff". Customers" Feedback can be obtained with metrics such as "average waiting time", "increase in positive feedback", "average time allotted for grading" and "customers" grading". Lastly, Structure can be attained with parameters like "area of the gym", "number of instructors", "number of amenities" and "number pf sports whose training is imparted".
On an ending note, the potential of this "performance measurement and management tool" can be exploited to the fullest by structuring a tailored solution. This is to say that just because the industry leader is opting for a particular KPI, the last slot occupant should also go for it. Each firm is unique, no matter how similar the operations taking place there are. This calls for adopting a fresh approach every time one heads on to this area.