Business strategies

An awful aspect of running a fitness gym, like operating any sort of business (usually) is that it is
known that there will be competitors trying to grow next to you, competing for market share (and
gain).It's really just basic economics; as more people enter an industry to claim a piece of
the pie after observing businesses earning attractive levels of income, the level of
competition will rise until a saturation point is reached, at which point there will be
insufficient customers for all of these businesses to share.

This bring the need of distinction, as there must be a reason for customers to choose
Gymeria over others in the town. Why would somebody choose Gymeria over a
competitor if it is the same as every other gym? As the pool of possible clients shrinks,
the emphasis of this transforms from one of expansion to one of survival. Clubs will be
obliged to compete for market share, which means they will attempt to steal members
from one another. If Gymeria lack a distinct point of differentiation, members will likely
defect to competitor who do, causing your club to collapse. This will happen to a lot of
clubs, so consolidating the market to a certain extent until the point where only the clubs
with the best competitive standing will remain. This is referred to as the 'shakeout' phase
of the industry's lifespan.

Differentiation may be done in a variety of ways, often by utilising either (or a combo) of
two fundamental features that determine Gymeria market position - There are a multiples
of gyms which are in business currently in Karachi Clifton area and out of these, but we
are providing restaurant facility that will hence and prove to be the strongest competitor
for gym as other gyms have economies of scale in advertisement and have a strong
goodwill with many branches in Clifton and other areas of Karachi.

Here are some fundamental competitive methods to help Gymeria stand out from the
crowd.

The techniques listed below can be beneficial, but their efficacy is totally dependent on
market dynamics, Gymeria competitive position, and the resources our business has
available to adopt and sustain the plan over time.

Low-cost provider

This strategy aims to appeal to price-sensitive customers by offering a service at a lower

cost than competitors in the market. The goal is to bring in more members to compensate
for the lower profit margins gained per membership. Gymeria offers to members should
still be of decent, acceptable quality; but, expenditures should be reduced whenever
feasible, and the range of services and equipment available should be more limited.
The operational focus should be on decreasing costs wherever feasible while maintaining
an acceptable level of quality. To sustain this edge, our goal is to continue delivering
competitive pricing by controlling expenses year after year across the whole value chain.
Cautions with this strategy, as if other close competitors also take this approach, it can
result in a price war, making all clubs involved less profitable in the short term, and in the
long term, resulting in businesses that are less able to reduce costs to no longer operating
at a profitable level and being forced to close.

Broad differentiation

As the unique selling proposition, this strategy takes a distinct approach, seeking to
provide Gymeria’s member something that they cannot acquire from any of competitor.

For this method, the focus of Gymeria’s marketing is to develop features that consumers
would pay for and charging a premium for the benefits that these features provide. As
part of this, we will most likely target the other end of the spectrum in terms of the sort of
clients who will be attracted by the low-cost provider strategy. The goal here is to
convince members to pay a premium for Gymeria's unique and valuable services. On this
thing we include one-of-a-kind equipment, highly skilled and competent personal
trainers, excellent customer service, specialty programmes, and or high-end equipment
and facilities

Gymeria’s operations are organised to provide value to customers and outperforming the
competitors. To sustain this position, we must reliably convey areas of differentiation to
members (or potential members), as well as consistently develop and innovate to stay
ahead of the competitors. Our objective is to establish a solid reputation and brand image
within our target audience.

Best cost provider

As a distinguishing aspect, this strategy promotes value for money. Essentially, this
implies that at the price we're offering clients, we're seeking to provide them a better deal
than our competitor, and that's what attracts people in - providing premium products or
services at a less cost.

This method differs from the "low-cost supplier" model in that we are not attempting to
be the cheapest on the market, but rather the lowest for the value we are providing
members. So, instead of targeting penny-pinching consumers who want to go to the gym
for the least amount of money possible, we are instead targeting value-driven clients who
want to receive the greatest gym possible for the least amount of money.

To do so, compare Gymeria's pricing to opponents that provide the same features/services
to their clients, and try to either provide these same features and services at a cheaper
price point, or provide additional features at the same price point. Your everyday
operations should attempt to retain this strategic position against imitation by improving
the value provided to customers, by routinely controlling expenses while increasing the
features and service quality provided to clients.

Focused low-cost and focused differentiation

As our competitive position or the available resources at our club (such as money),
securing Gymeria’s competitive position on a long-term basis may necessitate a more
targeted strategy. By concentrated strategy, we mean selecting a specialised niche with
different demands from the rest of the market to target and build our brand around.

For example, while the market for gyms is large, the markets for powerlifting gyms and
Cross-fit gyms are substantially less. While there may be fewer opportunities for overall
growth, we can build a strong position within a smaller niche like these much more
cheaply by carefully tailoring our business to the specific needs of the audience - it can
also help us to gain market share that would not have been possible if we took a broader
approach. In this smaller market, we want to adopt either the low-cost or differentiation
tactics mentioned above. The primary focus should be on satisfying the niche's particular
criteria, with the goal of being the greatest possible match for the market's audience.

Objectives & Goals

1.Concentrating on attract members.

Focusing on our marketing efforts on customers who have the potential to join our
community with a long-term membership, not simply a short-term deal, rather than
just promoting to and serving large crowds of New Year's aim. As soon as we can,
demonstrate to them the advantages of Gymeria’s membership and how you can
assist them in achieving their objectives. A well-defined sales process will offer a
high-quality experience that will facilitate conversion.

2.Preparing team to engage first-time clients.

When things become hectic, our team will overlook the necessity of making every
new customer feel at ease and connected to our studio. Take the time to meet with
our team and go through each staff member's position and how it pertains to the
initial visit of a customer. Every encounter is important when it comes to
maintaining new clients. We Create a sales training booklet for our staff that
details our sales process and encourages greeting and following up with first-time
visitors.

3. Avoiding to be a "quick fix" business owner; investing today.

WE don't have to be tricked by the fact that interest in our fitness company is likely
to increase significantly at this time. If we don't lay the groundwork and put in
place the essential mechanisms required for long-term success, the first few
months of the year will fade and won't help our company goals. We should set
aside time to:

 Checking our KPIs. We cannot make plans for our future if we do not know
where we have been. To define practical goals for our company, we do it by
the time to examine the indicators that matter, such as sales, recurring
revenue, and retention.
 Establish a marketing strategy and budget. Our marketing initiatives are
critical to expanding our business not just in the initial few months but all
year long and preventing inevitable client attrition.
 Considering retention. Bringing in new consumers is one thing, but keeping
them around in the long run is quite another. We will keep them engaged
throughout the entire year now, whether it's a referral program or a task, so
we can execute well before they start to lose steam.

The lesson is that now is the perfect time to promote, invest, and make sure that
our company is prepared for the full year. We make this commitment to our
company and to ourself. Next year at this time, our achievements will be even
greater.