Gray Lewis, a manager with three years of fitness experience was conducted in an interview and gave us background information about Personal Trainer Inc. We took his information and created a business profile, an as-is model of the organization, and a future model of the organization.This is the first step to identify what the gym wants to be when they open.
Mission
To give members an unforgettable gym experience by incorporating: State of the art equipment, swimming pool, sporting goods shop, snack bar, child care, teen center, computer café, and health food store.
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Functions
• Administrative System
• Membership Management System
• Operational System
• Accounting Software
• Personal Trainer Data Analysis
• Sales Management System
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Organization
The organization will be serviced by high profile trainers, experienced sales staff, data analysis, gym equipment gurus, and a goal driven management team.
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Products
Personal Training
• 1-on-1, trainer-accompanied sessions
• Group fitness
• Fitness IT
• Teenager and early development focused
Food
• Pre- and post-workout supplement availability
• Organic fruit, meat and vegetables
• Convenient breakfast/lunch choices
• A variety of eatable bars, shakes and coffee
Sporting Goods
• Nike, Under Armor, Adidas, and Reebok clothing, accessories and footwear
• Activity trackers and heart rate monitors
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Services
• Analytics-backed workout plans
• Child care
• Pool access
• Form/technique coaching
• Nutrition analysis
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The Customer
Our customer base will be from the range of 18-60 years old. Our focal point will be the millennial generation due to their make of the population and the growing overall trend of eating healthy and exercising regularly.
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Suppliers
• Nike
• Under Armor
• Adidas
• Fitbit
• Garmin
• Apple
• Samsung
• Clif Bar & Company
• Quest nutrition
• Optimum nutrition
• Muscle Pharm
• BSN
• Gaspari Nutrion
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Competitors
1.) LifeTime Fitness
2.) Anytime Fitness
3.) Planet Fitness
4.) Crossfit
Our main competitor will be LifetTime Fitness. They have a substantially larger amount of working capital and long-term members. Of course, their ability to enhance their gyms with new technology faster than PT is a threat.
Constraints
The biggest constraint facing PT is the ability to raise capital. With 12 operating facilities, however, wealth can be created, albeit not at an ideal pace.
Also, there is the concern customers could switch fitness centers. With most gyms locking members into a contract, PT could oppose that by offering to partially pay for switching costs. Additionally, PT could offer loyalty discounts.
Future
As a relative unknown, community outreach will be vital. Taking an approach similar to the YMCA might bee best option, making a concentrated effort to increase community activism by donating sportswear to local schools, food drives to feed the local community, as well as coordinating charity efforts with local religious groups of different faiths.
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As-Is Model of the Organization
PT operates very narrowly. The president is likely involved with issues more suited for low-level managers.
Separation of duties would benefit PT greatly, and executives would then be empowered to make decisions on behalf of the entire organization.
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