A Sport Gym typically houses several equipments for exercising to help visitors (be it a casual user or a professional user) in building and toning up the muscles in required manner. Further it also needs to cater for special programs that are tailored for specific games. The owner or manager of such a place has to look after numerous aspects to achieve a balanced growth. The areas whose tracking can serve the purpose are- Financial aspect, Internal Operations Domain, Structural aspect and Customers' Feedback. Indicators to be used for Financial Perspective are 'Yearly rise in investment', 'Expenses: Revenues', 'Investment in Equipments' and 'Yearly rise in membership collections'. Internal Operations can be assessed with parameters such as 'duration of training session', 'Gym Capacity', 'Number of specialized training sessions' and 'fraction of certified staff'. Customers' Feedback can be evaluated using KPIs such as 'average waiting time', 'average time allotted for grading', 'increase in positive feedback' and 'customers' grading'. Structure can be attained with parameters like 'number of instructors', 'number of amenities', 'area of the gym', and 'number pf sports whose training is imparted'.
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A Sport Gym is concerned with catering to the 'exercising needs' of interested ones. There are highly varied requirements demanded by different groups who visit such games centers. Also, the manager is expected to adjust the timings in such a manner that people coming to the sport center can benefit from the services offered.
Pulling the various aspects involved in a simultaneous way requires using a management tool to measure and manage the operations.
This is often a 1990s concept called BSC (Balanced Scorecard). It was devised by Norton and Kaplan to make up for the 'non-financial' gap that existed then as organizations depended completely on the financial metrics to analyze the well- being of processes.
By wrapping relevant indicators in the form of BSC, it is possible to measure the surroundings and take related future course of action. The measurable approach advocated by this route goes a long way in helping the user adopt 'calculative' way of handling things at a games gym.
Due to the easy usage promoted by this strategy, it has been successfully used by a number of organizations.
Putting it to monitor operations in a sport utility is not an exception, thereby giving the management tool yet another expansion in its employability.
This is the actual scorecard with Sport Gym Dashboard and performance indicators. The performance indicators include: financial perspective, investment in equipments, yearly rise in membership collections, expenses: revenue, yearly rise in investment, structure perspective, area of the gym, number of additional amenities, number of instructors/coaches, number of sports whose training is imparted, internal operations perspective, fraction of certified training staff, gym capacity, number of specialized training sessions, daily training duration, customers feedback perspective, average waiting time, average time allotted for exercising, customers grading, positive feedback increase.
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