Are We Building Gyms for Our Customers, or for Ourselves?
Why people decide to join a gym, what influences their choice of facility, and whether the fitness industry has misunderstood what it is really selling.
By Ryan Charlesworth | Black Raccoon Growth Partners
Are We Asking the Right Questions?
Having spent much of my working life in the fitness industry, I've increasingly found myself questioning whether we truly understand what our customers want from us. We spend enormous amounts of time discussing equipment, facilities, technology, pricing and membership structures, but I wonder whether we devote nearly enough attention to understanding the people we're trying to attract.
Walk around almost any fitness trade exhibition and you'll see what excites our industry. The latest strength equipment, increasingly sophisticated functional training areas, recovery technology, fitness tracking systems and beautifully designed interiors all attract considerable attention. As operators, we naturally become enthusiastic about these developments because we understand the technology, appreciate the equipment and recognise the opportunities they present.
There's nothing wrong with that enthusiasm. Investment and innovation are essential to the development of our industry. However, I think we need to challenge ourselves on whether the things that excite us as fitness professionals are necessarily the same things that matter most to our potential customers.
Consider someone sitting at home who hasn't exercised regularly for ten years. Perhaps they're overweight, lack confidence, have recently experienced a health scare or simply feel unhappy about their physical and mental wellbeing. When they begin thinking about joining a gym, are they really concerned about which manufacturer supplied the strength equipment or how many functional training stations the facility offers?
Or are they thinking about something completely different?
Perhaps they're wondering whether they'll feel comfortable, whether people will judge them, whether they'll know what to do and whether joining a gym will finally help them make the changes they've been struggling to achieve.
I suspect there is sometimes a significant disconnect between what we believe we're selling and what our customers are actually hoping to buy.
If that disconnect exists, it has implications for almost every aspect of our businesses, from facility design and investment decisions to staff training, sales processes, marketing strategies and member retention.
Why Do People Decide to Join a Gym?
Before considering why someone chooses one gym over another, we need to understand what motivates them to start exercising in the first place. These are two related but fundamentally different decisions, and I believe the fitness industry sometimes treats them as though they're the same.
People rarely wake up one morning with a sudden desire to use a particular piece of gym equipment. More often, the decision to exercise begins with a desire to change something about their lives. They might have seen a photograph of themselves that made them uncomfortable, noticed that everyday activities are becoming more difficult, received advice from a healthcare professional or reached a significant birthday that prompted them to think about their health.
For others, the motivation may be more emotional. They might be experiencing stress, loneliness, low confidence or dissatisfaction with their appearance. Perhaps they're going through a relationship breakdown, struggling with their mental wellbeing or simply feeling that they've neglected themselves for too long.
Sometimes there's a specific event that triggers the decision. In other cases, it's the accumulation of frustrations over months or years until the individual reaches a point where they feel something needs to change.
What's important is that the initial motivation is rarely about the gym itself. The gym is simply a potential means of achieving something the person considers valuable.
Research supports this distinction. A 2024 consumer study conducted by ukactive and Savanta, drawing on 10,000 interviews over 16 months, examined people's motivations for joining health clubs. It found that 82% cited improving or maintaining physical strength and fitness, while 79% identified mental health and wellbeing. Improving confidence and physical appearance were each cited by 75%, improving sleep by 67%, and making new friends by 46%.
These findings are particularly interesting because they demonstrate that gym participation is motivated by a combination of physical, psychological and social aspirations. Although improving fitness remains central, people are also looking for greater confidence, better mental wellbeing, improved sleep and opportunities for social connection.
Yet when we examine much of the marketing produced by our industry, the emphasis is often very different. We advertise equipment, facilities, class timetables and membership prices, despite the fact that the underlying motivation for joining is frequently much more personal.
We're often advertising the tools we provide rather than the outcomes our customers are hoping to achieve.
That may seem like a relatively small distinction, but I believe it could fundamentally change the way we communicate with potential members.
Understanding the Psychology of Exercise Motivation
Human behaviour research provides useful insight into why people start exercising and, perhaps more importantly, why they either continue or give up.
One particularly relevant framework is Self-Determination Theory, developed by psychologists Edward Deci and Richard Ryan. The theory suggests that human motivation is influenced by three fundamental psychological needs: autonomy, competence and relatedness.
Autonomy refers to feeling that we have choice and control over our actions. Competence concerns our belief that we're capable of succeeding and making progress, while relatedness describes our need to feel connected to other people and experience a sense of belonging.
A systematic review examining 66 studies of exercise motivation found consistent support for the importance of autonomous motivation and perceived competence in physical activity participation. The review also identified an interesting distinction between starting and maintaining exercise. Motivation connected to personal values was particularly relevant to initiating activity, whereas enjoyment appeared more closely associated with longer-term participation.
This is significant for gym operators because it suggests that the factors motivating someone to join may not be sufficient to keep them exercising.
A person might initially join because they want to lose weight, improve their health or become more confident. However, if their first experiences leave them feeling intimidated, confused or incapable, the gym environment may actually undermine the psychological needs that support continued participation.
Imagine someone who has spent months building the confidence to walk into a gym. They finally make an appointment, sign up and attend their first session, only to find themselves surrounded by experienced members who appear to know exactly what they're doing. They struggle to understand the equipment, feel self-conscious about their ability and receive little interaction or reassurance from staff.
The business may have successfully sold a membership, but it hasn't necessarily helped the customer believe they can succeed.
This is where I think we need to broaden our understanding of what constitutes a successful sale. Signing someone up is important, but helping them develop the confidence, competence and enjoyment required to establish a sustainable exercise routine is arguably just as important.
A gym that consistently achieves both is likely to create a very different customer experience from one that focuses predominantly on membership acquisition.
Why Do Customers Choose One Gym Over Another?
If people are motivated to exercise by improvements in their health, confidence and wellbeing, it might be tempting to conclude that atmosphere and emotional connection are the primary considerations when selecting a gym.
However, the research suggests that the decision is more complicated.
A YouGov survey of UK consumers found that cost was a leading consideration when choosing a gym, cited by 58% of respondents. Location was identified by 46%, while equipment was important to 39%. Research from ukactive similarly identifies affordability, convenience and the quality and variety of facilities as important influences on club selection.
These findings demonstrate that practical considerations remain fundamental. People need to be able to afford their membership, reach the facility conveniently and access the equipment or activities that support their objectives. Opening hours, parking, cleanliness and accessibility can also influence the decision.
I don't believe we should underestimate these factors, particularly when household budgets are under pressure. A gym might offer an exceptional atmosphere and outstanding customer service, but if it's too expensive or inconvenient to visit, those benefits may not be enough to persuade someone to join.
Nevertheless, there's an important distinction between the practical factors that make a gym a viable option and the emotional factors that influence how someone perceives the experience.
Price and location may determine which gyms make it onto a customer's shortlist, while the atmosphere, staff, perceived support and overall experience may influence which one they ultimately feel most comfortable joining.
The relative importance of these factors will vary considerably between customers. An experienced weightlifter may prioritise equipment quality, while a nervous beginner might be far more concerned about whether they'll receive support and feel welcome.
This brings us to what I consider one of the most important commercial questions for gym operators: do we genuinely understand the different types of customers we're trying to attract, or do we assume they all value the same things?
The Barriers That Prevent People From Joining
One of the most revealing aspects of the research concerns the people who aren't currently gym members.
According to findings reported in ukactive's 2025 UK Health & Fitness Market Report, cost was identified as a barrier by 68% of non-members surveyed. However, the research also highlighted substantial psychological barriers, with 47% reporting discomfort about joining, 44% lacking confidence, 32% fearing negative judgement and 29% identifying insufficient exercise guidance as a concern.
These findings should make gym owners reconsider how their businesses are presented to the public.
While affordability is clearly a major issue, the research also indicates that a substantial proportion of potential customers experience anxiety or uncertainty about the prospect of joining. For these individuals, the decision isn't simply whether a membership represents good financial value. It's also whether they believe they'll feel comfortable enough to use it.
Now consider the imagery frequently used in fitness marketing. We regularly see exceptionally fit individuals lifting heavy weights, completing demanding workouts or displaying physiques that many members of the public may regard as unattainable. The accompanying messages often emphasise intensity, transformation, pushing harder and achieving exceptional physical results.
For experienced exercisers, this approach can be motivating and aspirational. It may be entirely appropriate for gyms targeting committed fitness enthusiasts or performance-focused customers.
But what does that same imagery communicate to someone who hasn't exercised for years, feels uncomfortable about their weight or is worried about being judged?
Rather than inspiring them, could it reinforce the belief that gyms are places for people who are already fit?
This is not an argument for abandoning aspirational marketing. It's an argument for recognising that different audiences respond to different messages, and that the imagery we choose may unintentionally discourage some of the very people we're hoping to attract.
If almost half of non-members surveyed report feeling uncomfortable about joining a gym, surely our marketing should be doing more to address those concerns.
Perhaps we need to show more beginners being supported, more ordinary people exercising comfortably and more examples of members achieving improvements that feel realistic and relevant.
The question isn't simply whether our marketing makes the gym look impressive. It's whether it makes the right customer believe they would feel comfortable walking through the door.
What Other Industries Can Teach Us About Value
The distinction between the physical product and the experience surrounding it becomes particularly interesting when we examine purchasing behaviour in other industries.
Consider the airline industry. A passenger choosing a budget airline may prioritise reaching their destination at the lowest practical cost. Another passenger might willingly pay considerably more for business class because they value additional space, flexibility, comfort or the ability to arrive feeling rested.
Both customers are purchasing transportation, but they're buying very different combinations of benefits.
The same principle applies to hotels. Someone booking a Premier Inn may value reliability, convenience and affordability, while another customer choosing a luxury hotel might place greater importance on personal service, atmosphere, exclusivity and the overall experience.
Even something as ordinary as buying coffee demonstrates this difference. A person might pay several pounds for a coffee they could make at home for a fraction of the price, not simply because of the drink itself, but because they value the environment, familiarity, routine or opportunity to socialise.
Of course, affordability and disposable income influence all these decisions. Premium products aren't automatically more desirable to everyone, and a higher price doesn't necessarily represent better value.
However, these examples demonstrate that customers don't always evaluate purchases purely according to the physical product or service they receive. Their perception of value is influenced by the wider experience and the benefits they associate with it.
I believe the fitness industry could learn a great deal from this.
When we talk about premium gyms, we often focus on expensive equipment, luxury changing rooms, swimming pools, recovery facilities and sophisticated interiors. These features can certainly justify higher membership prices for some customers, but are they always what creates a premium experience?
For another customer, premium might mean receiving a warm welcome every time they visit, being recognised by staff, having access to knowledgeable instructors or knowing that someone will help them if they're struggling.
A particularly interesting finding emerged from The Voice of the UK Gym Customer, a 2026 consumer study commissioned by Total Fitness that examined approximately 75,000 primary data records. Among surveyed members of clubs classified by the industry as low-cost, only 33% described their own gym as low-cost. Another 29% considered it mid-market, while 38% perceived it as premium. The research also found that 54% of mid-market members regarded their clubs as premium.
That suggests consumers don't necessarily categorise gyms in the same way as operators and industry analysts.
We may define our market position according to membership prices, facilities and equipment, while customers form their own perceptions based on the overall value and experience they receive.
For me, that raises an important question about how we invest in our businesses. Are we always improving the things that matter most to customers, or are we sometimes investing in features that make our gyms look more impressive to other fitness professionals?
The Commercial Value of Atmosphere, Community and Belonging
Perhaps the strongest argument for looking beyond equipment and facilities comes from research into member retention.
One particularly interesting study by Dr Melvyn Hillsdon and colleagues, using data from The Retention People, examined 10,062 members across nearly 200 health clubs. The research found that members who reported making a friend at their gym were 40% less likely to cancel than those who hadn't developed such a connection.
It also identified positive associations between regular staff interaction and retention. Nearly 90% of members reported valuing conversations with fitness staff, yet only 37% said a member of the fitness team had spoken to them during their most recent visit.
Although this was observational research and cannot establish that friendship or staff interaction directly caused better retention, the findings provide a compelling indication that the social experience of gym membership matters.
What interests me most is the gap between what members say they value and what they're actually receiving. If the overwhelming majority appreciate staff interaction, but fewer than four in ten experience it during a typical visit, we may be overlooking a relatively simple opportunity to improve the member experience.
More recent consumer research reinforces the importance of social connection. The 2026 Total Fitness study reported that 56% of gym members considered their gym an important part of their social life.
This doesn't mean every member wants a highly social environment. Some people prefer to exercise independently and may value being left alone. Others actively seek friendships, group activities and a sense of community.
The challenge for operators is understanding these different preferences and creating an environment that accommodates them.
A welcoming atmosphere doesn't necessarily mean encouraging every member to participate in social activities. It means creating a facility where people feel comfortable, respected and supported in the way that suits them.
For some, that might involve regular conversations with staff. For others, it could mean being recognised when they arrive, receiving occasional encouragement or knowing that help is available when required.
These interactions may appear insignificant compared with major investments in equipment or facilities, but they can influence how customers feel about the business and whether they develop a lasting relationship with it.
Perhaps community isn't simply an additional benefit of gym membership. For some customers, it may be one of the most valuable parts of the service.
Are We Investing in the Right Things?
Imagine a gym owner has £50,000 available to invest in their business.
They could purchase new equipment, refurbish part of the facility or introduce the latest recovery technology. Depending on the business and its target market, any of these could be excellent investments.
But what if that money were instead used to improve staff training, introduce a structured onboarding programme, develop member engagement activities, provide additional coaching support or strengthen customer service?
Which investment would have the greatest impact on membership acquisition, customer satisfaction, retention and profitability?
The answer will depend on the individual business, and I wouldn't suggest that investment in people is automatically superior to investment in facilities. Equipment quality, maintenance and the physical environment remain important.
However, I do wonder whether we consistently apply the same commercial scrutiny to customer experience as we do to equipment purchases.
New equipment is tangible. It can be photographed, promoted on social media and used to demonstrate visible investment in the club. Improvements in customer experience are often less obvious, particularly when they involve staff behaviour, member relationships or operational processes.
It's difficult to photograph the confidence someone develops because a member of staff takes the time to help them. It's equally difficult to demonstrate the value of a friendship formed during a class or the reassurance someone receives when they're struggling with their motivation.
Yet these experiences may contribute significantly to the customer's perception of value and their willingness to remain a member.
Research examining fitness-centre environments in Seoul, published in 2024, also provides an interesting perspective. The study identified adequate exercise space, well-maintained equipment and effective heating, ventilation and air conditioning as important considerations, while attractive interior design was less significant than several functional aspects of the facility.
Although the findings relate to a particular market and shouldn't automatically be generalised to every UK gym, they support the argument that practical usability and comfort can matter more than purely aesthetic improvements.
Perhaps we should be evaluating our investments not only according to how much they improve the appearance or specification of our facilities, but also according to how effectively they remove barriers, improve the customer experience and encourage regular participation.
Are We Marketing Our Facilities or Our Customers' Aspirations?
If the research tells us that people are motivated by improvements in health, confidence, appearance and wellbeing, while also experiencing concerns about affordability, judgement and their ability to exercise, then surely those insights should influence our marketing.
Consider a typical gym advertisement promoting state-of-the-art equipment, an extensive free weights area, a large class timetable and memberships from £39.99 per month.
That message provides useful information, particularly for experienced gym users who know what facilities they want. However, it does relatively little to address the concerns of someone who hasn't exercised for several years.
For that person, an extensive equipment range may actually create uncertainty rather than reassurance. They might wonder whether they'll know how to use the machines, whether they'll feel uncomfortable among experienced members or whether they'll receive sufficient support to make progress.
Now consider an alternative approach that acknowledges those concerns directly. Instead of concentrating entirely on the equipment, the marketing could explain how the gym helps beginners feel comfortable, introduces new members to exercise and provides guidance during their first few weeks.
The facilities haven't changed, but the proposition has.
Rather than simply describing what the business owns, we're communicating how the customer can expect to feel and what support they'll receive.
This doesn't mean every gym should adopt identical messaging. A specialist strength facility targeting experienced lifters will need a very different approach from a community gym seeking to attract older adults or people returning to exercise.
The important point is that marketing should reflect the motivations, concerns and aspirations of the intended audience rather than relying solely on the features operators believe are impressive.
For many gyms, I suspect there's an opportunity to broaden their marketing beyond equipment photography and price-led offers by incorporating genuine member experiences, staff interactions, beginner success stories and examples of how exercise improves everyday life.
A photograph of someone being welcomed into a gym may communicate something entirely different from an image of an empty training area. A testimonial about improved confidence or feeling comfortable exercising for the first time may resonate more strongly with certain audiences than a dramatic physical transformation.
These aren't necessarily replacements for traditional marketing messages. They're additional ways of communicating value that may help businesses connect with people who don't currently identify with gym culture.
Perhaps We Need to Rethink the Gym Tour
The same principles should apply when someone makes an enquiry or visits the gym for the first time.
I sometimes wonder whether our traditional approach to gym tours is too heavily focused on demonstrating the facility rather than understanding the person considering joining.
A typical tour might involve showing the cardio area, free weights, resistance equipment, studios, changing rooms and class timetable before explaining the membership options.
There's nothing wrong with showing someone what they're purchasing, but the effectiveness of that approach depends on whether the information is relevant to their needs.
An experienced gym user may be particularly interested in the equipment specification, training environment and opening hours. Someone joining for the first time may be more concerned about whether they'll receive guidance, feel comfortable and know how to get started.
If we don't understand those differences, we risk presenting the same information to everyone, regardless of what actually matters to them.
A more effective approach might begin with a conversation about why the person is considering joining, what they'd like to achieve, whether they've exercised before and whether they have any concerns.
Those answers should shape the tour and the way the membership is presented.
For someone who lacks confidence, it may be more valuable to explain the induction process, introduce them to a member of the fitness team and demonstrate how they'll be supported during their first few visits than to spend ten minutes describing the equipment.
For an experienced member, the opposite may be true.
The objective should be to help the individual understand how the gym can meet their particular needs rather than simply ensuring they've seen every part of the building.
A successful tour shouldn't just demonstrate what the gym offers. It should help the customer imagine themselves using it successfully.
The Importance of Delivering What We Promise
Of course, improving marketing and sales is only part of the challenge. If we promote a welcoming, supportive environment, the actual member experience must reinforce that promise.
Imagine someone joins a gym because the marketing reassures them that beginners receive guidance and encouragement. They attend their induction, are shown the equipment and receive a basic exercise programme. However, during subsequent visits, nobody speaks to them or checks whether they're making progress.
They begin to feel uncertain about what they're doing, their attendance becomes less frequent and eventually they stop visiting altogether. Several weeks later, they cancel.
It's tempting to classify that cancellation as a retention problem, but I think it represents something much broader.
The business successfully attracted a customer by promising a particular experience, but its operational processes failed to deliver that experience consistently.
This illustrates why marketing, sales, onboarding and retention shouldn't be treated as entirely separate functions.
If a business positions itself around support, confidence and community, those qualities need to be evident throughout the member journey. Staff training, onboarding procedures, progress reviews, communication and member engagement should all reinforce the proposition.
Technology and automation can play an important role here, particularly in helping clubs monitor attendance, identify disengaged members, schedule follow-ups and maintain communication. However, the objective shouldn't simply be to automate more messages.
It should be to create a more consistent and supportive experience.
A well-timed message checking how a new member is progressing can be valuable, but it becomes more meaningful when it forms part of a genuine commitment to helping that person succeed.
Ultimately, the strongest retention strategies may not be those that make cancelling more difficult, but those that continually reinforce the reasons members wanted to join in the first place.
What Would a Customer-Led Gym Actually Look Like?
If we accept that customers are motivated by different needs at different stages of their relationship with a gym, then perhaps we should rethink how we approach business planning.
Rather than beginning with the facilities we want to provide, we could start by understanding the people we're trying to serve.
What motivates them to consider exercising? What concerns prevent them from taking action? What practical factors influence their choice of gym? What experiences help them develop confidence and establish a routine? What makes them feel valued enough to remain members?
These questions should influence everything from facility layout and equipment selection to staffing, marketing, sales processes and member engagement.
A gym targeting experienced strength-training enthusiasts might quite reasonably invest heavily in specialist equipment and an environment designed around serious training.
A facility seeking to attract older adults, beginners or people returning to exercise might benefit more from accessible layouts, approachable staff, structured support and activities that encourage confidence and social connection.
Neither model is inherently superior. Their success depends on how well they meet the needs of the customers they're designed to serve.
The commercial opportunity lies in being deliberate about those choices rather than assuming that the features we personally value will automatically appeal to everyone else.
This also suggests that gyms should regularly seek feedback from people outside their existing membership base. Current members can tell us what they like about the facility, but they may not be representative of the people who have never joined.
If we want to attract those who currently feel uncomfortable or excluded from traditional fitness environments, we need to understand their concerns rather than simply asking existing gym enthusiasts what equipment they'd like us to purchase next.
Perhaps We're Selling the Wrong Thing
Having considered the research, I don't think the conclusion is that atmosphere and community are universally more important than price, location or equipment. The evidence doesn't support such a simplistic argument.
Practical factors clearly influence gym choice, and different customer groups place different values on the facilities and services available.
However, I do think the research highlights a potential disconnect between the way our industry presents itself and the motivations of many of the people we're trying to attract.
People often begin considering gym membership because they want to improve something about their lives. They then evaluate practical considerations such as price, convenience and facilities when deciding where to join. Once they become members, their experience, confidence, enjoyment, progress and relationships can influence whether they continue attending.
These are different stages of the customer journey, and each requires a different understanding of what matters.
The opportunity for gym owners is to create a more consistent connection between the customer's motivation, the marketing message, the sales experience and the service delivered after joining.
That doesn't necessarily require enormous investment. In some cases, it might involve better staff training, a more thoughtful onboarding programme, improved communication or a change in the imagery and messages used in advertising.
In others, it may require a more fundamental review of the facility, its target market and the proposition it offers.
Either way, I think we need to spend less time assuming we know what customers want and more time genuinely understanding them.
As fitness professionals, many of us love gyms. We appreciate the equipment, understand the training environment and enjoy the process of exercise. It's natural that these interests influence the businesses we create.
But many of the people we want to attract don't necessarily share that enthusiasm. They may not particularly enjoy exercise, understand gym culture or feel comfortable in traditional fitness environments.
What they want is to become healthier, stronger, more confident or happier, and they're looking for a service that can help them achieve those outcomes.
We may love gyms because we're fitness people, but many potential customers don't love gyms. They simply want the benefits that a gym could help them achieve.
Understanding that distinction could be one of the most important opportunities for the future of our industry.
One Final Question for Gym Owners
Imagine you were designing your gym from scratch tomorrow, but instead of beginning with equipment suppliers, architects or fitness professionals, you started by interviewing 100 local people who don't currently exercise.
You asked them what they'd like to change about their health and wellbeing, what prevents them from joining a gym, what would make them feel comfortable and what support they'd need to establish a regular exercise routine.
Then you used their answers to influence the facilities, staffing, services, customer experience and marketing.
Would you build exactly the same gym you have today?
Would you employ the same people, design the same training areas, offer the same services and use the same sales process? Would your advertising still feature the same imagery and messages, or would you communicate something entirely different?
I suspect that, for many operators, the answers might be surprising.
And perhaps that's the most important lesson from the research.
The future of the fitness industry may not depend solely on developing more sophisticated equipment, larger facilities or increasingly impressive technology. It may also depend on becoming better at understanding human behaviour and creating environments that encourage more people to begin exercising and continue doing so.
Perhaps the biggest opportunity isn't simply building more impressive gyms. It's building gyms that more people genuinely want to use.
I'd be interested to hear what other gym owners and operators think. Are we getting better at understanding our customers, or is there still a disconnect between the facilities we create and the experiences people actually want?
Ryan Charlesworth
Black Raccoon Growth Partners
More than consultants. Your partners in growth.
