.Why Gyms Can’t Afford to Forget Gen X and Boomers

 

Why Gyms Can’t Afford to Forget Gen X and Boomers

In the fitness industry, so much attention is focused on attracting younger members. We build marketing campaigns around Gen Z and Millennials, we invest in the latest digital tools, and we design services with the assumption that everyone wants to track, share and post their workouts.

It makes sense on the surface. Younger members are active on social media, they adopt new trends quickly, and they tend to shout about the things they like. But by putting so much energy into one demographic, we risk forgetting another group who bring something far more valuable than likes and shares. Generation X and Baby Boomers.

These members are not only here in large numbers, they are often more loyal, more consistent and have more disposable income to spend on their health than their younger counterparts. Yet too many gyms give them the impression that modern facilities are not designed for them.

Once you start looking, the signs are everywhere. Programmes delivered exclusively through apps. Class bookings only available online. Inductions that skim through equipment with the speed of a YouTube reel. Imagery in campaigns that shows nothing but lean, toned bodies under 30. The unspoken message is clear – this is not for you.

The irony is that when these members do feel welcome and supported, they stay longer, spend more and become some of the best advocates a club can have. They are often driven by different motivations. Health. Mobility. Independence. Social connection. And these goals tend to deepen with age.

So how can we bridge the gap? Part of it is about choice. Give members the option of traditional programme cards alongside digital tools. Some people genuinely prefer having something they can hold and tick off, without needing to log in or sync up. It feels familiar, and familiarity builds confidence.

Another part is in the onboarding process. Slowing things down, allowing more one-to-one time, and making sure equipment is not just demonstrated but practised under guidance can make all the difference. It’s not about talking down to people, but about meeting them where they are.

Staff training is crucial too. The ability to adapt communication to different generations is a skill that is often overlooked. For some members, technical jargon will inspire curiosity. For others, it will simply confuse and create distance. Staff should feel confident in explaining why each exercise is important, how it benefits the individual, and in checking understanding in a way that feels respectful and encouraging.

Marketing plays a role in the solution as well. If every image you use features someone in their twenties, you are unintentionally sending a message about who you expect to join. Featuring older members thriving in your club, telling their stories, and celebrating their successes can make your brand feel instantly more relatable.

Finally, there is the social side. For many in Gen X and Boomer age groups, the gym is as much about the people as the workouts. Small group sessions, coffee mornings, walking clubs and social events can all strengthen that sense of belonging. When people feel like they belong, they don’t just stay longer – they bring others with them.

The big question for any club owner is this. Could a new member in their fifties or sixties walk into your facility today, feel instantly welcome, understand how everything works without frustration, and leave excited to come back? If the answer is anything other than yes, there is work to do.

Younger generations will always be early adopters of the next big thing in fitness. But if we ignore the generations who have the loyalty, the time, and the resources to become some of our best members, we are leaving value on the table. Small, thoughtful changes to the way we market, onboard and serve these members could make the difference between a fleeting visit and a long-term relationship.

In an industry obsessed with chasing the next trend, maybe it’s time to give a little more attention to the people who will be here for the long run.

UKActive and the Future of Our Industry – Time for Honest Questions

 Today I had an excellent conversation with a group of respected industry professionals about the challenges we face and the direction our leadership is taking. Special thanks to @Tara Dillon for her time and valuable insights into the work Cimspa does and some of the challenges they face.

But amid the optimism and shared passion for our sector, a difficult question emerged:

Does UKActive truly represent the whole industry, or just those who pay to be members?

By default, UKActive is seen as our industries voice. Yet in reality, it represents only its members. The great work they produce, reports, initiatives, research, is generally accessible only to those who pay to join. That’s understandable to a point; they are a trade body, not a governing body. But if the aim is to create industry-wide standards, drive engagement, and influence national policy, then we have to acknowledge an uncomfortable truth:

You cannot truly represent an industry you do not fully represent.

And here lies the problem. With membership fees ranging from hundreds to thousands of pounds per year, the barrier to entry is real. For many operators, particularly independents, the tangible return on that investment is questionable.

A Question for Those Already Paying

If you’re already a member, I would encourage you to ask yourself:

• What measurable benefits have I received from my membership?

• Beyond attending events or reading reports, what has this investment delivered directly to my business?

• Has it put more members through my doors? Improved my operational performance? Increased my profitability?

If the only justification for paying is to “support the organisation’s ability to campaign on our behalf,” then perhaps that’s not enough. Advocacy is important, but advocacy without a strong, united, and growing industry behind it will always fall short.

Membership Should Mean More

If UKActive genuinely aspires to represent the entire sector, then membership must be more accessible, more valuable, and more inclusive. It needs to deliver tangible benefits to every operator, from the largest chain to the smallest independent.

That means:

• National campaigns that drive direct footfall into fitness facilities - not just generic “get active” messages (which to be fair is rare other than the "1-day national fitness day campaign", but initiatives that convert the public into paying members.

• A fair voice for all parts of the sector - independents make up a third of our industry, yet their influence on policy and direction is minimal. The Main board has no representatives from independent, franchise or the hotel sector, and while there is an independent club council the voice they have is ineffective or ignored

• Listening to the industry - Whilst a massive undertaking, UKActive needs to listen to the industry and understand why many clubs and business are not members

• Practical business support - expert help for clubs in difficulty, resources and templates, operational guidance, access to local projects and funding.

• Inclusive programmes - if a deal or project is negotiated on behalf of the sector, it should be open to everyone, not just public operators or members.

• Benefits - There has to be more benefits from being a member than just helping the industry and being able to attend events. Even the chamber of commerce offers HR, legal and local business support

Looking Outward Before Looking Inward

Right now, the focus appears heavily tilted towards government engagement, lobbying, NHS partnerships, high-level advocacy. While these things matter, they should never come at the expense of the sector itself. A stronger industry makes for stronger lobbying. The two are not mutually exclusive, but the order matters.

I remember the FIA era, when campaigns like Commit to Get Fit existed purely to drive people into gyms. That focus built industry confidence, engagement, and economic resilience. Without that inward investment, lobbying risks becoming an echo chamber.

A Question of Strategy

We should also ask why, in a climate where private and independent operators often have capacity and capability, we still see millions invested in building new leisure centres without any cohesive approach to integrating all providers in a local area. A joined-up strategy, one that leverages every operator’s resources, would serve communities far more effectively.

Time for the Industry to Speak Up

This is not a new problem; it’s a long-term challenge in UKActive’s direction. Which means we must now ask:

• Are they the right organisation to lead us into the next decade?

• Does the leadership and governance model need reform?

• Or is it time for something entirely new?

These questions are not an attack, they’re an invitation to rethink, to re-evaluate, and to align around what our industry really needs.

Because if we continue to accept the status quo without challenge, we will keep getting the same results: a sector that is fragmented, underrepresented, and underleveraged.

It’s time for every club, every operator, and especially every paying member to ask: What am I really getting for my investment? And if the answer isn’t clear — maybe it’s time to demand one.