It's two brain radio every week we'll deliver top shelf tactics to help you improve your fitness business and move you closer to wealth and now here's your host, the most interesting man in fitness, Chris coper.
This episode is brought to you by two brain seminars. I've been doing seminars for about five years and my focus has really changed it . Starting back in Fort Lauderdale, you know, a long time ago I was just trying to deliver everything that I possibly knew in like a three hour window and now that I know a lot more about cognitive load and memory and how you can actually process information, what I try and do now is create a really comprehensive one day experience.
This year we're going to be starting on April 16th down at CrossFit steel Creek and Charlotte, hope you can join us. We're going to go 8:00 AM to 8:00 PM with a breakfast the next day because the point here now is really to spur discussion. If you've read my books, if you've heard me at seminars before, you've heard a lot of content and usually what happens is people go home from these seminars and they're so overwhelmed with information that they're paralyzed, they fail to take action.
There's just too much and so the point of a seminar now is really to get you a solid foundation, get you moving in the right direction and get you some traction so that you can start progressing toward a better gym. One seminar, one weekend, even if it's a week long, is not going to fix your GM.
What it is going to do though is be a catalyst for change and the next step is going to be a program like ramp up our mentoring program or it might be continuation through our silver monthly call program, whatever that is. The point is that I want to get you inspired, motivated, and moving in the right direction as fast as I possibly can. At this seminar in Charlotte, there's already about 25 different gym owners signed up. You're going to participate in some group collaboration.
I'm going to talk for several hours. We're going to get some brainstorming going and this should be the kickoff to the start of a new gym for you to start a new life. This could be the turning point. Sign up online at [inaudible] dot com slash seminars this podcast is also brought to you by the spinal Fitz seminar April 2nd we're going to be down in Georgia for dr Phillip Carlisle's .
Introduction to the spinal basics, how to warm people up, how to coach people who have a spinal challenge, how to work together with chiropractors and how to especially service people who are elderly or have had maybe a history of injury in the past. This is a great way to broaden your clientele.
It's a great way to learn more about treating high level athletes or people who maybe have an injury or maybe it's just to help people who've never really moved before but need to get that kind of mobility going before they can really, you know , move toward fitness. This is going to be a great class by a very passionate ex Marine and now chiropractor Phillip is a very enthusiastic speaker.
We're going to be doing a lot of hands on stuff that you wouldn't normally get in a like a CrossFit or a a fitness certification at all. Sign up the courses also at two grand business.com/seminars today's guest is Shannon Garcia of adamant CrossFit. I asked Shannon to come on and tell her story about raising rates because like a lot of affiliate owners, she started out with a gym that should have been profitable.
You know, with 70 people paying attention to every single thing that you say and showing up every day and doing everything you tell them to do, you should be able to make a good living at this. Shannon bought this gym and it was in distress. Um , the books were running in the red. People were getting these crazy discounts for almost no reason.
Other people were paying rates that they had been paying from the previous owner's garage, which was about half of what the current rates should have been. And so when Shannon and I worked through the perfect day exercise and we worked backwards to figure out what people should actually be paying for her service, we discovered this massive discrepancy and we knew that before we went on and put new people in the gym started working on retention strategies.
We really had to correct this problem first and Shannon's going to share her story with you over the years because I've screwed up so many times.
I've found it necessary to get really good at diplomacy to explain to my clients like why I did it wrong in the first place and why I was changing things now, why policies had to be upgraded and when you do this a lot, because I screw up a lot, you get pretty adept at learning how to put together an email that explains your position and doesn't cause people to go running for the Hills. I've got a template of that email in Shannon's going to describe the process of raising the rates.
You can use this email, you can take the template, you can, you know, it's generalized , but you can apply it to Jim if you want to. My own mentoring clients walk through this step by step and over the last three months I've gone through this with seven different gyms. The results have been really dramatic. In every case. The owner was really, really nervous about rolling out this price, right? And they thought like, okay, everybody's going to quit and uh , I'm going to start losing money.
I'm going to go bankrupt. But what really happened was that they would lose maybe one or two clients who probably didn't fit into the profile of their ideal client anyway. Uh , some of the higher value clients actually got back to them and thank them for their dedication to improving the gym. And in some cases where people were averse to change, they actually rejoined the gym later. So I'm confident in saying that in cases now where we have to raise rates, we're pretty good at doing that.
Does that mean I can calm your fears entirely? Absolutely not. When I'm walking through this with a gym owner now I'm usually on call for the entire weekend and I'm usually shooting them taxed , you know , um , at 7:00 AM how did it go yesterday? How many have quit so far? We take the stoic approach to this. Shannon's going to talk about that a little bit. Um, we calculate how many members we can afford to lose and still be making the same money with the rate increase.
But at the bottom, at the end of the day, the owner's the one who pulls the trigger and I'm standing there for support. So I want you to hear how it's done through the owner's perspective. Shannon Garcia, welcome to to brain radio.
Thanks Chris.
So Shannon, what I want to start with is the story of you buying this box, Adam and CrossFit.
Cool .
Sure. Um, so I was, I'd been at the gym as a, as a coach for about two years and then a member for about a year before that. Um , and then prior to that, or during that time I was , uh , an executive director at [inaudible] already had a background in fitness. And did a lot of endurance coaching.
And then , uh , just kind of , I guess like a lot of teachers find my way to cast it and fell in love with it pretty quickly and , and really started coaching as a way to , and to be some of my endurance training , um , got into CrossFit and earns . And , and , uh , when I started I started coaching so that I could train from the gym and work on a cross endings program. And then just kind of from there became started coaching regular classes.
And , and then with my background, I think at the Y I began kind of start helping out with, with some of the , the membership in retention and membership and things like that. And at some point , the previous owner, he had an opportunity to go to California and pursue some, some of his weightlifting dreams or goals.
Um , so if you asked him or he decided to leave, wanted to leave and the opportunity came up for me to step in and run the gym , um , and there was a chance I kind of saw it as a chance to , to see where my own business might go and see how I liked running the gym. And within a few months he pretty much decided he wanted to , to sell the Jayman . To me it was something I was always interested in and it just was too good of an opportunity to pass up.
Since I had already been here, I knew the members, I was already running it concept opportunity to jump in and buy the jeans .
And before you did, I can remember some of our first calls, you kind of had an inkling that the pricing was different for different members or you know, the systems were kind of all over the place. What did you discover when you took over?
Yeah, I sometimes running it for a little while. I pretty much, I kinda kinda knew the situation and even before I was running it kind of had an idea. I'm even as a coach, we really didn't have any systems at all. Um , great members of court, probably situation in [inaudible] great members and great coaches and great programming a lot of times where we just didn't have any systems at all.
And I think once I, once I bought it or even before I bought it, really realized that the, just, the rates were all over the place. So we had our, our unlimited rate wasn't a bad rate,
but there was maybe two members that were paying and everybody else was all over the board, anywhere from $60 a month up to two , one 30. And so there was everybody, there was a discount for everybody. And so there's really no consistency to it. And so the rates were Republic . Obviously one of the bigger problems. There weren't really any other systems or anything in place as far as, well , anything membership, retention or coaching or any of that.
You said there were discounts for everything? Um, give us some examples.
So like we have a big company nearby, so everybody has that. Their works, that company got like a $50 a month discount. Um , we had, gosh, teachers, nurses , um, you know , military veterans, first responders, police fire. And then that somehow had turned into like people who worked for the city or any version of , of uh , public service I guess.
Um, and then just kind of the situations that come up where somebody comes in and they said they want to join but they can't afford it or somebody has a situation that comes up kind of life situation and , and sort of as I've done with the best of intentions and, and helping people out. But there was all kinds of discounts to , because someone said they couldn't pay for it. Um, we actually even had a couple that was sharing a three, like three times a week membership cause they had it.
So she came once and he came twice. So they were actually sharing one membership.
And were these all written down anywhere?
For the most part, they were new . We had front desk. So for the most part it was, but a lot of it had to be lucky to have a membership, so to one person, but it covered too . So some of it kind of had to be all decipher . Even through asking some awkward questions of people, why do you have this discount?
Okay. Walk me through one of those conversations.
I mean there's a couple of people I had found out that that a lot were getting set up at the discounted rate and most people I knew really well, but there are some that that I don't think that their teacher and not that I know over, I have no idea. I know they're not a veteran, so I just kind of , as I started to get through the rate change process would ask action . Just asked a couple of them. So what got you at this rate? Are you a teacher?
And then some of them even, I had one lady that my husband's a teacher and then they just kind of got , I don't know, that's just the right that I was given. I didn't know there wasn't any other. Right.
Oh my goodness. Okay. So you knew that you had kind of this, this big tangled not to untie, right? Yeah . And I think a lot of affiliates are actually in this position. They know, Oh, we've gone down the wrong road. Um, they've used these to incentivize people to join and now they realize that if they had all these people but didn't have the discounts , they'd be doing great. Right.
Right.
How much of a difference did you know it was going to make a, when you took away everybody's discount?
[inaudible]
I knew it would be huge. I'm just looking at the difference in really the number of people that were paying like $50 less or even up to half of what the membership rate wasn't either .
It make a huge difference just in that ability to go from just kind of barely making it each month to , to being able to, and not even just for myself being able to do it , but to be able to buy, buy equipment, pay coaches, and have more professional coaches and be able to replace equipment as it broke, but just do things for the gym that , uh , that we really weren't able to do in the past.
Okay. And how many members are we talking about? On the day you took over,
we had approximately 70.
Okay. So I think we're going to let people extrapolate the math out from there. So , um, you know , as we're having this conversation, you decided now is the time to do it. Why now?
[inaudible]
um, really I think I , I mean I knew I needed to do it, but I originally thought that I would wait a while cause I kinda had it in my head that I needed to build up some rapport even, even though I had, I was already burning the gym. But in my head I think I thought I need to be the owner for a little while and kind of build some things up and give it some time and then raise rates.
But through talking with you and, and going through the mentoring program, I, I then for you helps me realize that it was something that needed to be done sooner rather than later. And, and I also think that once you start seeing those numbers every, all the time, or at least every month or every day, sometimes it kind of starts to, it just kind of sticks with the Anessa . There's certain people that would come in and I knew that they were paying $60 a month or something.
And I realized that and it just bothered me. And then they would sometimes, those people might've been some of the media or people that were always asking for something extra. And I was feeling almost like it had some kind of resentment towards, towards some of those people. So I realized this is just something that needs to be, to be done for the good of the gym and they're going to have me as an owner and fairness to everybody else. So, so we decided that it needed to be done pretty quickly.
Okay, great. And I, I think , uh, you handled it better than I would. I would be so distracted knowing that, you know, the person on platform three is paying half what the person on platform two is getting. Uh , I would really struggle to give equal coaching or equal service to everybody.
Yeah, I think it is. It is hard and once you know that and it's just, it's always there and you try not to treat anybody differently, but then it's like I said, it's always there and then somebody wants something extra or something, something special, then it would bother me even more than , how can you ask that if you're not even paying the full rate.
I think it also, as I, when I first took over, we had some events come up and things like that and so we had an open house that I was planning and I actually, I realized at one point that everybody awesome members and people showed up to help out and help get the gym getting nice for the open house and everything. And I realized that none of the people that had ever showed up to help or offered where any of the people that were giving discounts. And so it kind of ,
that really stuck with me too, that it wasn't even maybe something that was recognized. It was just because it was already there. It was all always there. They felt entitled to that.
That's very interesting. Okay. So you know, the logical part of your brain says, yup , now's the time we got to do this. Uh , but still any affiliate owner going through this is going to be scared. Were you?
Yeah, definitely. I mean, I think , uh , and you kind of helped me go through thinking about what would be the worst case scenario, but even the night before they, before I send out the email that in my head I was thinking, what 20, 30 members left tomorrow? Or you know, what if everybody was mad and, and I lost a whole bunch of numbers, then what would I do?
And so , yeah, I was definitely scared that one, it was maybe it was too early or that , that I would get a , a terrible response to it or people would be really upset.
Okay .
Okay. So Shannon, you were the first client to go through , uh , our new process of doing this. And you know, I had done it with several others before, but , um, this was the first time that we went step by step through it. Really closely together and the first step, as you mentioned, was calculating the worst case scenario. Right. Can you just kind of tell us how that's done?
Sure . I think there's just really sitting on thinking about who are who or what members would for sure leave or did I think there were members that would for sure leave and were there any that I kind of had a question about and when I really sat down and looked at there really weren't very many that I could say, yeah, I think they might leave. And then then just kind of thinking about, I think you even said to me, what would you do if if 20 people asked us, well I guess I'd find 20 new members.
So seeing that that even if I did move members it wasn't going to be the end of the world. And also then actually breaking it down on paper and looking at, okay, there's maybe a handful of people that I can see that will have a question or an issue with this. And they were some of the very most paying members. And then looking at it like the increase for the other members is going to more than makeups with that or I would only need one member to make up for two of these if I even did use them.
So, so the math helped obviously. Um, okay . And then the next strategy that we used was a combination of like a blog post and then an individualized email to kind of the worst offenders. Right. Can you kind of tell us about that
share ? We did and we decided I think to do it a little bit differently rather than, cause we weren't just raising rates by $5 or $10 for everybody. So we did an email that went out to, or a blog post that went out to all the members and that that email , um , we took it from the standpoint of this is a family and we are , I believe in and so, and then change pain sheets .
I'm going to share with you kind of where we're at as far as membership rates and that we do have know we don't have consistency and a lot of people are paying less or we have some people paying, you know, a lot less than others. So we need to bring everybody up to the same, the same level. And we also, I kept it really positive and that I was excited for all the things that were coming up and we had our open house and you had all kinds of new programs we're getting ready to launch.
And so really kept it positive and , and approached it from the standpoint of us all being a family and this is just something we needed to do to make it fair for everybody and, and um, that I was excited to see the community grow and go on from this point.
Okay. And describe the individual emails to a kind of the worst offenders too .
So that one and ready, I slipped that one out. The other Lockwood's went out first and then it said that, you know , if you are somebody who this would affect, you would get an individual email. So those emails then went out and that's kind of the same.
Similar came from a similar point I guess of just being positive and all the things that I was excited about and shared with them since joining this is the discount you've been receiving and we put it in terms of this is what you , the discount you've gotten per year or over the course of the year. So it's like $600 a year discount, which obviously sounds a lot worse or a lot more than saying 30 or $40 a month.
And so with the gear to ensure the best possible experience and then during Jim's is what your rate will go up to and that this is the unlimited rate for all members. And then it , and I did have some people that had asked about rate increases. So we, we said, well , was I helping people ask about this? But it was a surprise to you. You can prepay for two months at your current rate if you pay by this time. And to give him the opportunity to stay at their current rate for a couple of months.
So it wasn't such a big, a big hit for some of them.
Only if they prepaid, right?
Yes. Only if they prepaid .
Okay. So , um, it's zero hour, you know, it's uh , getting close to the weekend. You send these things out, what's going on in your head?
I basically don't think everybody's going to be upset. I'm going to end up hearing from all these angry members and what if a bunch of them [inaudible] and just , I really thought that I'd hear from a lot of people, a lot of them would be upset or I was afraid of that.
And what happened? Let's, let's hear the , uh , the Epic now.
It really was a , um , a lot quieter than I , than I ever expected it to be. There were certainly because I had given people the option to true pay . I did hear from a lot of the ones that were at the very lowest rates, but the response really was extremely positive. There were very few conversations that I had to have and I actually a lot of good came out of it. Um ,
what was the worst reaction that you got?
It wasn't even, there really wasn't too many bad reactions. Um , I had a couple of people that , that just said, this is probably isn't something that I'm going to be able to do. Even the people that weren't happy with it really had said, I understand and, and I know that this is probably the best, you know , you have to run a business and I understand your decision. Um, but it just may not work out for me. And that was only a couple of people that were at the very, very lowest rates.
Um , other than that, I had gotten some just surprisingly supportive and great responses from people.
Can you share one of those bruises ?
Sure. I mean, I actually, I even, I had somebody offer to say that they'd be interested in investing in the gym at some point. Um , I had someone that just emailed and said, you know, you're , you're doing such great things and loves the gym. Somebody who was a college athlete and had just gotten into CrossFit and fell in love with it and felt like it was a way to replace what she was missing and being college athlete.
And , um, and then I had another member, I actually, I heard from a few people the beginning of the day and then it just was quiet. And so there were a couple people that I know pretty well and I even, I know that some of them have Facebook groups and things like that, so I even kind of asked someone in the middle of the day, send me that email. No, not at all.
And so by the evening, by the time, and I coached the classes that day, so I would be sure all day by evening it seemed like everybody was fine and classes were the rating , everybody was in a good mood. And so I actually started to think maybe somebody didn't get there or maybe people didn't even get the email initially with one of the members that, that age range, he was from the company down the street. So his went up by like $60 .
And I actually, I had a second to pull them aside as he was leaving this and she put an email from me today and he said, Oh yeah, that's no problem. I totally understand if I, if I was at a regular gym that M Y MCA or something like that, I'd have to pay for personal training and to get the same thing I'm getting here. And that would be way more expensive. So I was surprised I was getting such a little late anyway. And so I didn't say anything.
So from there it just kind of the day went on and nobody really said very much. And I had a few other people email and say, and I'm glad to know that everybody's going to be paying the same thing that I am from here on out. And , um, you know , I had somebody say it really showed that you care about the longevity of the gym and that you're in it for the long haul and that you want to see the gym succeed.
And so yeah, it almost was a positive experience rather than what could have been or what I thought could have been very negative.
That's fantastic. Why do you think , uh, you believed it would be so negative? Cause I think there are a lot of gym owners in this boat who can learn from this.
Yeah . I think even in the approach that , you know , as approaching it from we're all one big family that, that , that is the way that the majority of our origins operated. And so it's not huge. I had 70 members not, you know , when I was at the YMC I had 12,000 members. So I didn't know everybody by name. And if we raise rates, he could send out a letter and I may or may not ever see that person.
But you see people on a daily basis and you know their , you know , their kids in their families and their life story and , and they may even be friends. And so I think it feels harder to what you're doing, something that's hurting your friend or a family member or something like that. And I think you don't want to, especially as a new owner, I didn't want to come across that. All I care about is money or I'm just coming in and trying to make everybody pay more. And , and that was my main focus.
And so I just really didn't want it to come across the wrong way.
Did you get any feedback that indicated people did think that?
No , not at all. And I think that, so I think that it helped that we had an open house coming up and we'd already decided on the, so it was, it was helpful to have a lot of new things that I was introducing and things that hadn't happened at all in the past. So I think it made that transition a little sooner . There were people where people saw there's value to my membership and I'm getting something out of this and it's really worth the money that I'm paying.
And I think the issue of fairness really helped to where it is hard, I think to say, well, I deserve a discount and the person next to me doesn't.
Yeah, I, I know. Uh, I think that's probably a powerful emotional Q2. So Shannon, you and I are gonna do everything that we can to help other people , uh , raise their rates if they need it. Uh, first I'm going to share a blank template of like the same general blog posts that we shared. Uh , and I know that I often recommend members of the two brand group reach out to you.
Uh, just, you know, for support, even though they're going through the same process with the same strategy, but for people who are listening, who are not members of the mentoring group who don't have access to this kind of stuff, like, what advice would you give them?
I think, especially if you have rates that are, that are all across the board or you just know that you're , you're not charging enough to the value of your services are, or really to cover, you have to be able to do the things you want to do in your gym, but it is the right thing to do. And I think that when you offer something of value, then people, people are willing to pay for it.
And in doing that, especially in the situation that we had just in trading, that consistency, that one, you'll feel so much better, I think, at least by the end of that day or has a couple of days . And after that I really felt, I didn't have that same feeling of you come in and you feel that resentment or that's the right word for it. But she just kind of feel bothered by knowing that you have people that are not paying what they should be.
Um , and then from the Nanex I've had members come back, quite a few members come back lately to rejoin and , and it's been nice to say this is the rate and I've had a few of them kind of look at me waiting for me to say, Oh, when you get this discount and, or they've asked and said, I thought there was a discount for this. And I've just said there was, but there's not anymore. This is the right and they've all, every one of us has paid it and nobody's really, really questioned it at all.
So I think it's a lot easier than, and you think that it's going to be standpoint,
all the great things we're doing at the jam and all the great programs we have coming up and we're excited for. And from the family point of view and just being able to be confident in the reasons that you're doing it
or concerns that you have a consistent answer and you're not feeling defensive or I know that you're able to stick to it and not go back on that for any reason.
Do you find it easier now when somebody asks for a discount to say we don't, we don't have discounts? Or was it easier before to say, well we give discounts to this group?
Yeah , I think it's a lot easier now. It's just, it's consistent and it is what it is. And I also feel like, I think once you've gone through that, then I feel like it would be, after having said that to all my members, it would be completely wrong with me to then give a discount to somebody else who walked in the door and maybe hasn't been through that with all of us. So I think it gets a lot easier and you feel a lot better about it.
I think before knowing that it almost like you were being forced to give somebody a discount and you just didn't feel good about it. I think it's much easier now.
Okay. Shan ? Well, I think that your story is one of the most important ones that we're going to tell on this podcast. Um, so far I think people are really gonna want to reach out to you for support. Where can they reach you?
Um , yeah, you can find me on Facebook. Shannon Garcia is probably the best way.
Sounds great. Shannon, thank you so much for sharing your story. Uh, I know this hasn't been an easy process, but I'm so happy that you've come out of it the way that you have, even though I'm not surprised.
Well , thank you. Thank you for all your help. I just know I would not have done it right. I wouldn't have done it as early if it hadn't been for, for going through the process with you.
Next, it's coaches confessional where Chris shares his biggest mistakes in the fitness business, learn from his sins. Here's Chris again with another costly error.
One of the biggest errors that I've always made in my business is the air of projection. And this is actually a cognitive bias that we all have, but it's one that you have to learn to overcome if you're going to be a good business owner. Projection is taking your beliefs and your thoughts and your budget and projecting them onto somebody else.
So, for example, believing that none of your clients will want personal training because you don't want personal training or believing that if you have a rate hike, you know, as Shannon was talking about in this episode, that all your clients will quit because if you are the client, you think, I would hate to hear that in reality though, especially when you're starting out, a lot of your members are going to be making more than you are.
And I hate to say it, but they can probably afford things that you can't, at least not yet. Now that I've on the other side of this and I make more than a lot of my members do, or at least you know the median , uh , I can see the value in personal training because I need a flexible schedule. I can see the value of a gym owner needing to raise their race . I understand. Um, I can see the value of other things, other premium services. The gym owners sometimes are hesitant to sell.
Again, it money is not the primary for stopping me from doing things anymore. And so now I've become one of these higher value clients. I become my own ideal client. At first though, I thought that my clients were just like me. That's a major problem. Where else can this affect you when you're deciding on your initial rates? Also when you're deciding on your service? So I like going to CrossFit group classes.
I go to new group at least three times a week and I do Saturday morning lifting with some of my members during open gym. I love it. That doesn't mean that's what all of my members want though. A lot more. Uh , gyms are now reporting that people want to do CrossFit or they want to work out of their gyms, but they want to do a one on one or they want to book it as a private group of two or three people. You know, maybe they want to work out with their spouse or their family, whatever.
That's great. We have to be attuned to what people want. First off, some perspective, a great exercise if you want to see what people are interested in is to go down to your drug store or the Walmart, look at the magazine rack, read the titles. These are the titles that all these media companies have researched, put money into developing and have found to be most effective. Is it what you want to read? Probably not. However, this is what your base clientele is probably reading right now.
Second, you need to do the seed clients exercise and I talked about this in the ideas episode way back like episode 10 11 or 12 you need to identify who your best clients are going to be a year from now and I gave you ways to do. This is a great tool that you can use to you to take these people for coffee and ask them what they want because there's a great chance that their primary benefit that they're getting at your gym might not be something that you're completely aware of.
So let's go back to the noon group example. I love going to new group because it feels like a pickup hockey game. It's a lot of fun. Some days I finished last Sunday's I finish, you know, mediocre. Um, but I , I think it's a lot of fun. A lot of the clients have that group come for different reasons.
You know, one guy comes because it's a stress relief and other guy comes because he doesn't get off work until 3:00 AM that's the earliest group he can make a , somebody else comes because their mom is there. These are the questions that we need the answer to so that we can be using them in our marketing going forward. If 90% of the people in our new group come because it's a great stress relief before they go back to work, that's the message we really need to be telling in our stories.
Uh , same thing with pricing. You know, same thing with location. Same thing with showers. The way that we structure our business should reflect the clients that we want to get, not necessarily the mean average clientele in our market. One of the funniest things that was ever said to me behind the scenes at one of the seminars is , um, so this guy put up his hand and he said , uh , I can't raise my race to over $90 per month because nobody in my town will pay that.
And the other speaker said, why did you open a gym in that town? The closer you get your rates to a global gym, the more you're trying to fight a war on their turf, you're giving them the home field advantage. You can't win the price war. Anybody that's dealing with a high volume business, whether they've got 300 clients or 3000 clients, they're going to slaughter you in a price war. They're selling on more volume. They're going to have more volume than you'll ever have.
Their equipment's not going to break down as quickly. Their clients don't require any coaching time. You're not going to have to get up, you know, 5:00 AM stay till nine at night. If you own a global gym, right? You have very low paid, very low qualified staff to do that for you. So you can charge really low rates.
If you're on the other end of the spectrum and you provide a coaching service instead of an access service, you have to charge a coaching rate because you're not going to have 300 people come through the door today.
You need to make a living off those 150 a lot of people have started out the wrong way, and this episode has put together to give you hope that it's not too late to change course, that you can correct things that you don't need to shut down and start over, sell your business, or go back to that call center to find a job. I hope this Shannon story is inspiring, but I hope that it pushes you to take action.
I hope that the tools that I've given you and the writeup that I've provided in the show notes give you everything that you need to actually make a move forward, because as Jim's polarized, the best gyms are getting better and the worst gyms are getting worse. They're not going to last too much longer. I work with a lot of the best gyms right now in the industry on to brand business.com and I'll tell you, they're starting to absorb other gyms .
If you're listening to this podcast, I want you to be successful. I want you to be one of the backbone that keeps driving this movement forward. That's why I do this stuff, and I hope that's probably why you do it. To have a fantastic week.