"Does all this activity mean the mid-market is finally disappearing, or can operators in this segment of the market evolve to survive? We ask the experts... [Moi ici: Segue-se a resposta de Ray Algar]Como não recuar a 2005 e ao primeiro artigo que li sobre o fim do middle-market com a polarização do mercado: The vanishing middle market,” The McKinsey Quarterly, 2005 Number 4.
Mid-market clubs were very slow to respond when low-cost gyms entered the market and disrupted the status quo. Now, unless they can offer something more compelling, it will only be a matter of time before more of these generic health clubs start to close.
In the last couple of years, we've seen a disproportionate number of mid-market independents close as membership stagnated, membership prices remained flat and insufficient funds were generated to reinvest into refreshing the experience.
The low-cost and premium markets are both well defined, but historically the mid-market brands have deliberately been more generic. Neither one thing or the other.
The remaining legacy brands need to take stock and now jettison things which no longer serve them, or their members, and rediscover their core excellence. Similar offerings may be good enough when there's significant geographic distance between clubs, but can be disastrous as the distance between health clubs shortens.
Mid-market clubs need to become experts, and build a reputation, in an area they really care about."
Trechos retirados do número de Outubro da revista "Health Club Management"