In: Operations Management
Introduction
Lori Patrick’s conversation earlier that day with Mike Lowe, the company’s
CEO, kept running through Lori’s head during her 45-minute rush-hour
commute home. “What a great opportunity Mike’s given me,” she thought.
“The CEO of this organization believes in the value of HR and asked me to
tell him how HR can help the company meet its strategic goals. When I was
studying for my master’s in HR, we kept reading and talking about how HR
needs to position itself as a strategic business partner; but I didn’t think I
would get the opportunity so soon in my career.” Lori had been the director
of Human Resources with Reyes Fitness Centers, Inc. (R FC) for only a couple
of months. She had been attracted to the position in part because it offered her
first opportunity to oversee all of HR, and because of her interview with Mike
Lowe. Lowe was fairly new to the company (just less than two years) and was
highly regarded by the founder and chairman, John Reyes, and the rest of the
board of directors as a strategic thinker and someone with proven ability to
inspire and motivate staff. Lori knew from the interview with Lowe that when
he said employees were the key to RFC’s future, he meant it.
RFC background
Reyes Fitness Centers, Inc. was launched in May of 1999 by John Reyes with
$150,000 of his own funding and some investment capital from three college
friends from the University of North Carolina, Chapel Hill, where they were
business majors attending the university in the mid-1990s. The first center
was located in Raleigh, NC, and was an immediate success. The center offered
a full range of workout equipment, exercise classes, personal trainers, an
outdoor pool, on-site daycare, and even a small restaurant. Additional private
investment was secured and R FC expanded rapidly from 1999 to 2007, opening
approximately three new centers a year throughout the Southeast. By the end of
2007, RFC operated 28 fitness centers, grossing $51 million in revenues and $1
million in net income. Figure 1.0 below provides the financial performance of
RFC and its comparison to competitors.
By 2005, John Reyes had general managers overseeing each center and had
gradually removed himself from day-to-day oversight of the company. He
had become interested in other business ventures and, as a result, his board
encouraged hiring a CEO and other senior management team members to
oversee the growing enterprise. He hired 48-year-old Mike Lowe as the
new CEO of RFC in late 2005, and Reyes assumed the role of chairman.
This CEO position was the second in Lowe’s career. He had more than 20
years’ experience in the fitness equipment industry; before coming to RFC
he had been the CEO of a smaller fitness center company in California that
had been acquired. Lowe’s transition as CEO had gone quite well in Reyes’,
the board’s and in Lowe’s view. Lowe had been somewhat concerned about
being micromanaged by Reyes, but he was given complete autonomy over
the operations of the company and was expected to involve the board only in
strategic leadership issues
The Fitness center industry
While the fitness center industry grew dramatically in the mid to late 1990s
(more than 20 percent annually), overall industry growth had slowed
considerably, as most towns now had two to three fitness centers within
close proximity.
As shown in Figure 1.0, RFC is considered a medium-sized fitness center
enterprise. While some competitors (Day Spa and Constant Fitness in
particular) continue to focus on large-scale, either through acquisitions of
smaller fitness clubs or by opening new fitness centers, many others (including
RFC) have reduced the number of new clubs being opened.
There is as much emphasis on health and recreation as ever in the U.S. Industry
reports suggest that the outlook for fitness centers in general is quite positive,
although some consolidation may occur because certain markets have been
saturated with too many clubs to remain profitable. However, the market in the
Southeast (where RFC operates) is still growing and market saturation is not
anticipated for at least five years.
Fitness centers hire a variety of professional and support staff. Some focus on
personal training and employ a large number of certified professional trainers
who work with members during club hours (typically 5-6am until 10pm,
although the more body-building oriented gyms have recently started offering
24-hour service). In addition to housekeeping and front desk staff, fitness
centers employ customer service representatives who can assist existing members
with questions and also act as sales representatives, giving tours of the facility to
prospective members.
RFC strategy
During Lowe’s tenure, RFC opened just one new fitness center (just outside
of Atlanta, GA). This modest club expansion is consistent with the three-
year financial strategy the RFC board has agreed on, where the focus is on
growing the profitability of existing clubs by increasing member enrollment and
retention. The company is privately held by a small group of investors and the
board wants it to stay that way. The board has discussed positioning itself for
acquisition by one of the larger fitness club chains at some point in the future. It
is agreed that improving the bottom-line (i.e., net income) performance of RFC
will only help in this regard.
Within Porter’s classic framework of various business strategies, RFC’s strategy
most closely aligns with Porter’s “focus” strategy, where a company focuses
on serving the needs of a particular market segment to achieve a competitive
advantage. RFC has positioned itself as a place where the whole family can
enjoy fitness and social activities. RFC has deliberately chosen not to compete
with gyms that cater to body builders with large free weight workout areas,
24-hour access, onsite training supplement sales, and “no-frills” amenities.
RFC’s strategy is to attract families by offering a wide variety of fitness offerings
including cardio equipment; free weights and circuit training weight machines;
personal training; and exercise classes (such as Pilates, yoga, stationary cycling,
etc.). Most RFC fitness centers have a snack bar where nutritional smoothies
and other healthy snacks can be purchased. All RFC centers offer extensive
locker room facilities and on-site daycare. Newer RFC fitness centers have small
indoor basketball courts and TV lounges to appeal to the 10- to 16-year-old
age group.
From his first day on the job, Lowe has stressed to the staff that he wants them
to be strategic in how they approach their daily, weekly, and annual activities
and projects. By that he means that they should consider how their jobs
contribute to RFC being able to provide a fitness club experience to couples and
families that is superior to any of the competition. He has worked diligently
with his senior management team and the board to understand how RFC
creates value for its customers, employees and investors. The business model
for how fitness centers make money is fairly straightforward: profitable firms
grow by recurring monthly member revenue (via new member recruitment and
existing member renewal) while maintaining relatively stable fixed costs and
low variable costs. Lowe has worked to identify both financial and nonfinancial
variables that drive RFC performance. By locating RFC fitness centers in upper-
middle-class locations and focusing marketing efforts on couples and families,
RFC has been successful recruiting new members. Research data shows that
members typically do not have issues with the RFC monthly dues. Member
feedback indicates that having a friendly place for the whole family to stay fit is a
driver of member value.
RFC Strategic Challenges
As with most start-ups, the early strategy for RFC focused on growing
revenue. They did this by opening several clubs each year and offering new
club promotions to attract members. RFC experienced rapid revenue growth
(more than 20 percent annually) through 2004. However, several of the RFC
centers are not reaching their profit goals. Mike Lowe tried to address this by
implementing operational efficiencies when he first came on board at RFC,
but he soon realized that the profit challenges were driven in large part by a
customer retention problem. While a certain amount of turnover is expected in
the industry (due to competing clubs, families moving out of the area, etc.), the
best industry data RFC can find relating to member retention shows that their
member retention is approximately 20 percent lower than industry average.
An analysis of member records shows that members often join during a special
promotion (where the initiation fee is waived) but then rarely use the center
and fail to renew. A telephone survey of members (lapsed and current) reveals
that “non-use” was one of the reasons for members not renewing or stating
they were unlikely to renew. An analysis of member-visit frequency shows that
more than 50 percent of members in 2006 hadn’t even visited their RFC fitness
center two times per week. The hypothesis is that members who aren’t going
to their RFC fitness center frequently are far less likely to see sufficient value to
renew. Another concern is member feedback that RFC staff members do not
provide very good or excellent customer service. Lowe, senior management, and
the board have had extensive discussions about the member retention problem.
While part of Lowe’s strategy to increase profits is to enroll more members in
existing fitness centers, those profits will be short-lived if members stay only one
year. Data also shows that membership cost, quality of offerings, amenities, etc.,
are all rated highly.
Lori thinks about these strategic issues and how HR might affect them.
“There’s no question that problems with customer service and member
retention come down to people issues. It is affected by the type of people we
bring on board, how they’re trained and how their performance is managed
and rewarded.”
Questions:
1. Identify and prioritize a set of tasks for Lori. Provide a rationale for your prioritization. Link your responses to the key concepts to one of the examples in the The HR Scorecard.
2. Based on your understanding of RFC and its business strategy, how can HR add strategic value to RFC?
3. What challenges do you anticipate Lori will encounter as she develops the HR scorecard for RFC?
4. Anticipate potential outcomes for the plan that is proposed for RFC?
Thanks for your help!
1. Lori's task as a HR was to look into many personnel related matters which could effect the survival of RFC.
2. RFC's central business strategy is "FOCUS" on members/ customers where they have provided exceptional servicesto the members giving them a whole new experience of fitness with family - Giving them facilities like daycare,snackbar, and variety of other options.
keeping the present stratergy as it is they need to bring in similar facilities for their internal customers (employees)
3. Lori is going to face many problems during the formulation of scorecard