Episode #526: Business Savvy for Gym Owners-Vince Gabriele Talks Metrics, Client Value, and Growth
At 22 years old, Vince Gabriele attended his first Perform Better seminar as a newly minted personal trainer. When he saw long-time industry veteran, Tom Plummer speak, he was instantly inspired and became determined to be in his shoes one day. Today, Vince is a highly successful gym owner-turned consultant. He shares his journey from struggling with money management to mastering essential business metrics like EBITDA, cost per lead, and lifetime customer value.
He discusses insights on prioritizing personal success, family time, and the satisfaction of helping others grow without financial gain. Vince emphasizes the importance of understanding and catering to your target market, the significance of community-building within gyms, and the traits that distinguish successful gym owners. He also reflects on the practical advice from marketing expert Seth Godin that shaped his career decisions.
On learning from his past financial mistakes, Gabriele states, "I got really into some hot water because I wasn't doing a great job with managing money and managing my finances. I got into some really hard stuff financially, and that is when I realized I needed to learn how to run a business."
Key themes discussed
- Former lineman becomes trainer, opens New Jersey gym.
- Helping businesses optimize for funding or sale.
- Consider carefully before opening another gym.
- Success is personal: Define what it means for you.
- Impactful community-building integrated into business model.
- Target market determines business pricing strategy.
- Helping gym owners focus on key business priorities.
A few key takeaways:
1. Business Metrics Beyond Cash Flow: Vince emphasizes the importance of understanding key business metrics such as EBITDA and others. He mentions the importance for gym owners to go beyond just monitoring cash flow to achieve sustainable success.
2. Defining Personal Success: Gabriele underscores the importance of defining personal success based on individual priorities rather than societal norms. For him, focusing on running a single, successful gym and teaching others aligns with his values, inspired by advice from Seth Godin. He highlights prioritizing family time and personal happiness over relentless business expansion.
3. Client-Centric Business Model: Understanding your target market is crucial. Vince shares that his premium pricing strategy—charging $500 a month for gym memberships—works well with his affluent clients like doctors and lawyers. This stems from deeply understanding their needs, fears, and desires, as emphasized in a recent talk he gave where he advocated for earning a "Ph.D in customer insights."
4. Data-Driven Decision Making: Gabriele stresses the importance of data and basic "financial literacy" for making informed decisions. He describes his gym's process of maintaining detailed client cards, which combine both tangible data (e.g., physical conditions) and intangibles (e.g., personal details) to personalize client experiences. This approach helps gym owners focus on client acquisition, retention, and cash flow.
5. Building Community Within Gyms: A strong sense of community is more than just a buzzword in the HALO sector. He highlights actionable strategies such as organizing local events to drive client retention and foster a communal atmosphere. Vince cites the success of CrossFit in creating such an environment, stressing that true community building requires both ongoing effort and authentic engagement.
Click here to download transcript.
Resources:
- Vince Gabriele: https://vincegabriele.com/
- Fitness Business University: https://vincegabriele.com/podcasts/
- Click for a free Small Group Personal Training book!
- Prospect Wizard: http://www.theprospectwizard.com
- Promotion Vault: http://www.promotionvault.com
- HigherDose: http://www.higherdose.com
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Website: https://www.halotalks.com
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I am super excited to announce that we now have a formal partnership
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with The Prospect Wizard. And when I say wizard, I
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mean wizard. Obviously, you have a website. This allows
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you to convert your website Immediately
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goes to you, your sales team, or anyone else in the club instantly.
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MIT shows a study that if you contact the lead within 10 minutes,
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chance of them converting goes up 9 times that of the
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average. We got the Atlanta Clubs on it, Vida Fitness,
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Gold's Gym, Mountainside, City Fitness Philly,
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College Park. Become one of the next halo
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companies to deploy the wizard. It's easy to use. Go to the
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prospectwizard.com. Get a free 30 day trial. Talk
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to my boy, Dave Gallon. He will get you all set up, and let the
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leads flow based on the wizard. Go get them.
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This is Pete Moore on Halo Talks NYC. I have the pleasure of
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bringing from the great state of New Jersey,
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Vince Gabriel, personal trainer to mastermind
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consultant. Welcome to your first Halo Talks, my friend. Thanks for
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having me, Pete. Honored to be here, brother. Awesome. So as I was going through
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your materials, I saw you had a, you had a review and a reference to
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Thomas Plummer, so I don't really need to read much further than that.
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Maybe for those people who have not been in the industry before, talk about the,
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Thomas Plummer, you know, roadshow.
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I I sat my 1st Perform Better seminar as a 22
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year old personal trainer, and I saw Plummer speak.
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And I was like, I wanna do that one day. And I
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remember I wanted bought one of his books right after he spoke. And I
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was sitting there reading his book, and he walked by with his big entourage. Tommy
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used to walk with his entourage of people. There's, like, 20 people behind him,
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and I remember he saw me that I bought his book. He looked at
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me. He's like, that's a good book, young man, and he kept walking. And little
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did I know that he and I would become, you know, close friends. He's a
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big mentor of mine, and, you know, I owe a lot of the things that
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I'm doing in the industry for gym owners to to plumbers. So amazing guy.
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Yeah. So back in 2000 to 2003, I had
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started a software company, and our one marketing expense was to go on
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the Thomas Plumber tour, which was probably, like, 12 cities in, you know
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Yeah. In 8 months. And, you know, it was it was kinda like a
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traveling circus, if you will, but, like, a good kind of circus.
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Yes. And he said, if you need some software, go to that guy. If you
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need some per personal training, go to that guy. If you need Yep. Treadmills, go
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to that guy. Take out your daycare center. And then, like, there was a wrap.
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Always a generous guy. Yep. So so, look, you started up, you know, as
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a personal trainer. Obviously, you were, like, kinda looking at this and
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and saying, like, there's things that could be done more efficiently here. There
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are things that, you know, can be done to maximize profits. You looked at small
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group training. So talk about, you know, 1,
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your background, and then 2, kind of, like, your intuition
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to kinda, like, go deeper and say, hey. I'm not just gonna figure this out
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for myself, but I actually wanna bring this and and scale it. Yeah.
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So the real quick story is I was a offensive lineman at Temple that was
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£300, and I needed to lose
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weight. And I got into bodybuilding magazines and the the
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whole deal, And I ended up losing weight and got my,
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ISSA certification and all of that old school stuff. Right?
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I moved to San Diego, got my first job as a
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personal trainer, and I was working with mostly pro athletes and high school athletes at
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the time. And, you know, 5 years as
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a personal trainer doing a lot of 1 on 1 stuff, I kinda got pretty
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burnt out and wasn't making a lot of money. I think the most much money
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I ever made was, like, 37 k in a year.
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And, I always kinda knew when I got into the industry that I wanted to
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open up my own gym. So I I moved to
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New Jersey where I'm from originally, opened my own
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brick and mortar gym. And did okay in the in
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the 1st year or so, but then got really I know you're a
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financial guy. I got really into some hot water because I wasn't
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doing a great job with managing money and managing my finances
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and everything like that. I got into some really hard stuff
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financially, and that is when I
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realized I needed to learn how to run a business. I was a personal
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trainer, but I had no idea how to run a
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business. And I kinda I read the at that point, I had written,
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the E Myth Revisited. I read that book, and I I I wrote I I
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was lucky enough to find some good business knowledge. I found Dan Kennedy at
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the time, learned about marketing and everything like that. And I really
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just kinda put my head down and educated myself on business as much
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as I possibly could, and I turned my whole gym around. We got to
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7 figures very quickly. And then all of a sudden,
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there's all these people coming out of the woodwork asking me how
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to grow a business, how to grow a gym, and make money with it. And
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that kinda was the origin of me being a
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consultant to other gym owners. But it wasn't until I fixed my own
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gym, and I had to learn about business and learn about money.
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So I I only was teaching other people because I was able to do it
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myself first. So, you know, if you want to, if we kinda go down
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this trail of, like, you know, what do you think would your top 3
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or top 2 biggest mistakes were that you
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were able to fix, obviously, later on when they became much larger,
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you know, emergency issues for you? But if you said, hey. If
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I if I was starting from scratch again, you know, here's a
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couple of things that I would I would avoid, or here's a couple of things
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I did that I will never do. So I know you're a finance guy, Pete,
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so you'll appreciate the story. I had early on hired a consultant
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to come in and spend a day with me
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to help me with the business side of stuff. And she started
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asking me all these questions, like, what is your cost per lead?
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What is the lifetime value of a customer? And she's asked them all these questions,
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and I was like, I don't know. I don't know. I don't know. And she
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stood up, and she looked at me, and she's like, sorry, but I
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can't help you. And she walked out. Fuck. And it was
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like I remember it was one of the most embarrassing things that's ever happened to
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me. And she basically said she's like, you don't know your number, so I can't
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really help you. And that was probably if I look back now, it I
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went way too long not looking at the data, which
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is the critical drivers and scorecards, the leading
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indicators, and then the financials and learning how to
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read a financial statement. And it's it's weird today. Like, I used to not know
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how to read a financial statement. I have a mastermind group where we
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meet quarterly and we bring p and l. So I've looked at thousands
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of p and l's of gym owners. We do it every quarter and all the
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time. So I would say that that's probably one of the
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biggest mistakes I made and something I've really tried to teach all my guys.
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You gotta know your numbers because when you know your numbers,
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you're living in reality. Yeah. A lot of times, we we we look at
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things emotionally. We look at things. Well, I feel like this is a problem or
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I feel like that's a problem. But if you know your data and you know
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your numbers, you actually know what problems you have and you know what problems you
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need to fix. Yeah. I mean, that's a great that's a great point. There's
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companies that we've worked with where they're just checking the cash
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that's in the bank every day and not really, like, looking at what the
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KPIs are. It's just like a cat. They basically run a cash business. Granted, you
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know, that that is the most simplistic way to run the business. The cash flow
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is either up or it's down, and we got an issue, but you you don't
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really have any kinda you know, you you don't know what
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what's driving that. Right? Right. Is the issue. So we we
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had a client, you know, and he's awesome, but he's like, he when are you
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when are you guys gonna tell me what my EBITDA is? You know? Like, what
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what what are you gonna tell me on this business? I've been running for a
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long time. Like, what what what's the metric that you're trying to hit? And I'm
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like, well, you kinda should run your business like that in the past. However, like,
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we'll figure it out for you. We'll tell you. But every month going forward, you're
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gonna, like, know this number. Yeah. That's the one you're gonna actually drive towards
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because that's the one you're getting valued off of. So Yep. So that
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that's gonna be our primary one. Absolutely. You know, as you kinda
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got good at what you're doing on your own you know, look. We're in the
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services business, Dave and I. Right? So we're trying to help people raise money. We're
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trying to help people optimize their their business in order to get
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capital or in order to get to a place where you could sell the business.
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You know? And that and that takes time, and that's you have to show that
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there's, like, an engine. And, like, here's how the engine works, and here's how
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the car runs. As you've kinda take a look
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at, you know, you could've probably raised money and said, hey. I'm gonna go
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replicate what I built, and I'm gonna go do, you know, 20,
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30, 50 personal training studios, you
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know, in the tristate area. Instead, you decided
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to go down this path of writing a book, exposing your,
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you know, you you you're basically, you know, giving people your playbook.
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You know? You'd be up for $20 or $30. I didn't buy the book yet,
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but ultimate, you know, gym owners marketing guide. Right?
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It's a ultimate marketing guide for gym owners. So
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so how did you kinda go down and see, like, hey. I'm kinda here to
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serve, which kinda what a personal trainer does, like, to be part of your DNA.
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And I'm gonna stop asking the question right now because there's questions in there. So
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I haven't got a question mark at the end. So fire away, bro. So I
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I I went back and forth with what I wanted to do. Right? And
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as a gym owner, a lot of times, you think, what is the next thing?
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The next thing is more gyms and open up more gyms. And I I was
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friends with a guy named Seth Godin at the time, and I was emailed by
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this with Seth. And, actually, one of my masterminds, we went to
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his office, and that was a scary sight for Seth that,
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twelve very, very large men walked into his office. Like, he's
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not that wasn't the crowd that Seth was used to, but I got to be
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friends with him. And I asked him. I was like, I'm going back and forth
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with opening up, a second
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gym. And his advice for me was, I I think you should think long and
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hard about opening a second gym. He's like, one gym
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means you run a gym. 10 gyms means you're in the business
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of running gyms, but 2 gyms kinda just means you're all over the
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place. And what it meant was if you're not gonna do
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10, don't do 2. And that was, like, my
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thing. I was like, I I I don't want 10. I don't want 15.
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I don't want 50 gyms. That's just not me. This this is not how I
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roll. And I was like, I'm just gonna have one really good one and
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then teach others how to one how to run one really good
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gym. So it was really that advice that kinda changed the
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game for me. And my natural like, I love to speak.
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I love to write. I'm kinda in the the
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what's what we call an information marketing business. Mhmm. And that
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just fits my skill set. Right? My skill set, I like to write. I like
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to speak. So it was just a very good kind of sweet
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spot for me personally. Now I have a lot of guys that are opening up
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multiple gyms and scaling, in my group, but it was just
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not my decision to go that route.
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This is Pete Moore. I wanna let you in on a little secret. There's this
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company called Promotion Vault, and what they do is they give out rewards
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from retailers that allow you to incentivize your
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members without having to do 0 down and 1 month
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free or giving away shakes or giving away T shirts. What
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you wanna do is build a rewards program that lasts, that
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people value, and that doesn't discount your own products and services.
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So here's the deal. There's something called rewards vault. The rewards
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vault is going to allow a member to set up their own profile.
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They are going to answer questions. You are gonna get those answers. You're gonna be
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able to target those members, and you're gonna reward them inside your
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club, inside your spa, and outside of the club and outside
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of the spa to get them to become loyal, to get them to pay
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their monthly dues, and to be rewarded properly for
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the actions. A lot of companies are cutting back on rewards. You shouldn't
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be. Promotion Vault's your answer. Trust me. This is real.
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When you see, I'll just get a a question because, like, this comes
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up my brain every now often. Now now and again where it's
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like, hey. I helped this this operator go from, like, you know, 10
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and there's this one guy. Actually, he was 17 when I got involved.
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Now there's, like, a 105. You know? And I I can do the math on,
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like, what his ownership is, what his percentage of that, what his net worth
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is. Obviously, we get paid, like, on, you know, the deal.
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We might get paid some, like, retainer. But I'm like, hey. I kinda like
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if I didn't do this, he wouldn't have done that, and now there's, like, another
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90 clubs that have, like, 8,000 members. You know?
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There's, like, a 1000000 people that get to work out now because of, like, this
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deal that I helped them get done. And I'm sitting here. They'll be like, hey.
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I don't owe any percentage of that. But at the same time, like, sighted that,
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like, I don't I guess the financial side, like, yeah, that'd be great if I
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had, you know, 5%. But it's also great that there's a 105, and
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that's kinda, like, gets me excited more than, like, the capital
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component of that. So how do you kind of bifurcate between, like
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yo. I could've done that and, you know, I could've had this potential value, but
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I also actually probably had this amount of sleep, and I probably woulda had this
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amount of liability. And who knows when the next, you know,
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COVID wave's coming through that makes that all look like awesome idea,
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but wrong timing? I think it's a great question, and I think it all comes
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back to your definition of success. Right? I think that
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some people have a view of success, but I think only you
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can define define your own definition of success. And for
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me, like, having a 105 gyms, yeah, that's a
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financially successful viable thing. But I have my own
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definition of success, which is, you know, a ton of time with my kids
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and time with my wife and being, you know, able to do the work I
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I want to do, and live a lifestyle that I want.
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So it it really was a probably the one one of the most powerful things
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I've done in my life was define success because then I
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I I don't see what others are doing, and I'm like, oh, I wish I
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did that. Oh, I wish I did this. I have created my
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definition of what I view is success, and then I go
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after and do it. I'm kinda I'm kinda living that right now, and
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I'm happy for the guys that you know, I have one guy in my group.
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He's opened up, you know, 10 gyms in the last, like, 20 months.
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Yeah. And he's killing it, and he's making a lot of money, and I'm proud
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of him and happy for him. Yeah. You know, when when you go
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back to to where you started of being a personal trainer, what
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do you think some of the traits of personal trainers are
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that allow them to become where you're at
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or to, you know, say, hey. I did 3 years of personal training
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here, and now I'm going to open up a club and and, you know,
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a lot of if you're a celeb I'll say this. If If you're a celebrity
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trainer, like, you got your own kinda, like, ego and, like,
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diva kinda power, which might limit your ability to go and open up a business
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that doesn't have your name on it necessarily. But I feel like a lot of
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personal trainers have become very successful club operators
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very successful managers, and have gotten private equity. They start
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as a personal trainer. I don't know if you've kinda, like, looked back and say,
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like, hey. What did I learn? Because I learned, you know, a lot of patience.
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Am I a really good listener? You know, give give me a
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couple, like, traits that you say, like, if I wasn't a personal trainer, I don't
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think I would've gotten these things out of myself.
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I I think it all comes back to your ability to deal with people. I
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always say, like, a good trainer is when a
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client is driving to the gym and is like, I cannot wait
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to spend an hour with someone. I used to have a guy named Big Tom,
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and Big Tom was he was the first trainer ever hard. He was 6 a
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Tom Plummer. No. No. No. I was kidding. This is yeah.
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But I I remember there there's a story where I had this decision to make.
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He was a he was 6 foot 9, and he had
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no really education in fitness. He only if he played
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college football, but but, like, had no CSES or anything
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like that. And then I was also hiring at the same time looking
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at another guy that was, like, the perfect trainer on paper.
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Right? He had every kinda credential, degree in the field, all of that
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stuff. And I'm going back and forth between these two guys. And I
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was like, I picked the guy that on paper was, like, probably not the right
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person to pick, and there was some intangible that this
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guy had. And I think if I could pinpoint it, it was like people really
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enjoyed being around him. And you could be a great x's and o's person
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and a great you know, have all the knowledge and all the things, but if
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people don't like spending an hour with you, they're not gonna stay a client. And
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so this guy, he was with me for 13 years. We had an unbelievable
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relationship with very good friends today. He ended up, going off and opening
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his own gym, afterwards. But I I
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would say that it was his ability to deal with people. It was
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his ability to be able to kinda get people to laugh, to get people to
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be engaged that was the one quality,
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if you will. Now I I will say this, there are a lot of really
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good personal trainers that are don't become good gym owners.
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Right? And so it's not like just because that's one thing. So you have to
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be able I think as a business owner, you have to be able to
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overmanage your own emotions. Like, that's probably one of the most
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important things that I teach my guys. Like, we teach I don't teach this a
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lot on the marketing side of my business, but when they get inside of my
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groups, we are teaching them mindset. We are teaching them how to
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control emotions. We're teaching them how to make decisions. So just
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because you're a good trainer and you are able to be good with people does
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not mean that's gonna translate to to being a good gym owner.
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So it's, but but if I were to answer the question with the quality of
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a personal trainer, I was like, 100%. You just have the good have a good
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personality, get to be able to deal with people well, and people wanna be able
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to spend an hour with you. Yep. You know, in in your marketing
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materials on on your media kit, you talk about, you know, impacting
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communities and and kinda making the the personal training,
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you know, department almost like, you know, the the impact, you
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know, investing part of, like, the the the club or, like, here's
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how, like, you really create a tight community and then kinda
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that kinda emanates from from there. Those are, like,
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buzzwords that a lot of people kinda use, but it seems like something that you've
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actually instituted into, like, a business model. Can you talk about
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how others do that or, like, if you go to one of your seminars or
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go you know, the you know, what do you what do you get at? Or,
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like, what's the story behind the story on how you do that and not just
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say, like, we're a community based place. You know? We, you know,
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value our our members. You know? A lot of that's buzzwords, but there's like a
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there's like a playbook for that. Yeah. So I would say,
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you know, on the gym side of things, I think CrossFit
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did a really good job of this, of of teaching
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gyms how to build communities, and we had definitely, you know,
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benefited from that. But, I mean, there's all
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kinds of things that people are doing these days, especially in
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in these gyms that are not just getting people to come work
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out. They're getting people to, become part of
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this very, very thing that's bigger than themselves.
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And so you you talk about the Starbucks 3rd place
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thing. I think that a lot of gyms have done a really good job of
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their gym being kind of that 3rd place, in in their
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community. And I think that that's, like, what drives retention.
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Like, it's like it's almost like the the hair salons. Like,
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someone never changes their hairstylist. They just,
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like, keep going over and over and over again, because
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they have built a relationship with that. And I think it kinda goes back to
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what I was saying before. The leader of the business kinda
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needs to foster that, and it really needs to do do a good job of
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fostering that. If the leader of the business isn't a good kinda
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person that brings people together, it's gonna be really hard and challenging
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to do. So, yeah, so a lot of our guys are are doing all
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kinds of stuff locally in charity events and things like
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that, but, I think it's a huge area of
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of retention for these guys to be able to build
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communities, get their get their clients involved in what's going
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on, you know, with the day to day of their business for sure.
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So so one of the things I wanna pivot over to is, you know, there's
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been a lot of inflation across the entire, you know, US economy.
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There's a lot of low cost operators that are, you know,
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still out there and saying, you know, $15 a month or $19 a
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month. Obviously, that doesn't include personal training. Some
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people do have, you know, personal training on EFT
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where, you know, you go once once a week or you go twice a week,
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and that's kind of embedded. I'm I'm
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still having a problem with what it cost me to take an
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Uber from, like, 82nd Street to, like, Grand Central and
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realizing that that's, like, $60 during whatever time that they
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feel like, you know, making it $60. Whereas I'm getting a health club
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membership for, like, 19, and we get, like, small group training, and it's pay it
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cost me, like, $99 a month at the place that's, like, keeping
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me seen, alive, and thriving. Yet I'm paying,
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like, this Uber driver, no offense, and I just got $60. You know?
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So when you take a look at price in this industry, you
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know, there's personal trainers that say, hey. Look. You know, it it
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should be, like, 2, $300 an hour to to spend time with me.
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And others are, like, you know, no. We're gonna do, like, $25. It's
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marked up to 50 by the club. It's like, what's the price to value,
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and how do you, like, stop racing to the bottom of something that
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we should be racing to the top of? Yeah. I I think the
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most important part about price is choosing the right customers.
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And, typically, when you choose the right customers, price isn't so much
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of an issue. So when I first opened my business, I
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was a 23 year old kid. I couldn't imagine spending
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$500 a month on a gym membership. Right? It was just didn't make
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any sense to me. But the people that I was helping, the clients that I
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had, were doctors and lawyers and finance people in New
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Jersey. And I would tell them $500 a month, and then they would
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almost, like, snicker and be like, that's it? Right. Exactly. And to me, that
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didn't make any sense. But to them, it's like to this lawyer that
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values and knows he needs his health because he's got a
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really stressed job. $500 a month for a gym membership is
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like a drop in the bucket. So the key is and then I'm not saying
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that's everybody. Right? There's some people that definitely hemmed and hawed, but the
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reality of the situation is you decide on price
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based on the target market of the person. And if you wanna be able to
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have a premium business and a business that charges a a a a a
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good amount of money, then you want to decide and narrow the
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market to be able to find people that can afford that. So I
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think a lot of it comes back to, you know, your marketing and
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you deciding who is the person that I want in this business. So that's what
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I always say. It's like, that is the most important decision, right, is not what
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you're gonna sell. The most important decision is who's gonna buy it. And I have
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so many people that come to me for business advice all the time, and they
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have no they they they get obsessed with their product. They get obsessed with the
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thing they're gonna sell. But it's just, like, get obsessed with the person. Get
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obsessed with the person that's gonna buy it. What are their fears? What are their
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desires? What are their dreams? And then get to know that. I just spoke
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at a at a franchise conference called Alloy Personal Training. I was on
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stage Oh, yeah. Just this past weekend. And that was one of
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my key points in in the whole thing is is getting a PhD in
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your customer to to really understand on a deeper
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level what is this person, what are their
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needs, what are their fears, what are their pains, what are their desires, and then
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build a business around solving that person's
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problems. And you'll be able to charge a a a
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decent, amount of money for what you're doing.
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This is Pete Moore. Here's the last tip for you of the podcast.
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00:25:21,565 --> 00:25:25,165
check it out. There's a wholesale code, and we look
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forward to helping you augment your products and services
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to meet the demands of your members. And, hey, let's get people
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happy, healthy, and sweating, and the recovery should be
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just as good as the workout.
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A lot of people have been talking for the last couple of years about artificial
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intelligence. And I, I took one of my jackets, my old black
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white black jackets, and I put on a big logo on the back that said,
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you can't have artificial intelligence until you have intelligence.
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Yeah. I see that. You know? Go to software companies, you ask them, like, slice
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and dice the date. It's like, bro, all you have is, like, the guy's name,
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his birthday, and his credit card. Like, what do you want? I'm just slice and
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dice. Right? It's just, like, bizarre to me that you
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can't run your business to the point of what you're saying. It's like, when someone
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buys your business, they're buying your member database, right, in your
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lease. The other the other stuff is just, like, noise. Right? So, like, an
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afterthought. So when you think about, like, quantifying
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and, like, getting this data, you know, is there a part of, like, your marketing
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plan that says, like, look. You gotta go deep. I gotta know if I'm a
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personal trainer, if you're my personal trainer, you know, and I'm saying, yeah. I've
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worked out with Vince. You probably know more about me
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than if I actually had a therapist, which I've haven't gotten one in
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52 years because my mom used to say, like, oh, cousin so and so
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goes to a therapist. Like, if I went to therapy, I'd be, like, you
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know, at that level of, like, crisis mode, which her and I have a little
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issue about that. However, let's not talk about my mom. Yeah. So
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let's not go there, bro. And my point is, like, what kind of data
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are you collecting or that you know that running one location
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you might not need to, like, put into a database, but it would be nice
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if it was in there, almost like an activity log of, like, everything you know
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about me? Yep. Yeah. No. It's essential. And we do
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it pretty basic. I'm sure there's way more sophisticated
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ways to do this, but we have a what we call a client card.
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And every client that comes into our gym has a client card, and
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there are certain data points that we look for. Some of it, obviously, is
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when they come in, there's a movement screen that they do, so we'll know if
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there's a a bad knee or a bad shoulder. And
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whoever the trainer is that trains that person that day, they
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have that info. But it's also the intangible stuff. It's what are their
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kids' names? It's what do their kids do? It's like that. Yeah. And
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it and it's like, what is their job? Right? What do they do for a
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living? Do they sit all day? Are they up and moving and and everything like
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that? So, yes, we have an entire,
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card essentially on each person that that we do. At
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some point, if it got much bigger and scaled, we would need to
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automate that and create it into some kind of a software, which I'm sure someone
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out there is easily doing this. But for us and for those
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listening to this that, you know, have smaller businesses, you don't need
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to go high-tech on this stuff. We literally have a card and
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we write stuff in. And if something happens, I'll tweak their shoulder
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doing a shoulder press. We would write that on the card, and that gives
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us the notes, that we need to kinda keep moving forward to individualize
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their experience. Awesome. You know, in closing here, you want
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to, you know, give a give us, you know, a a a takeaway or a
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story, you know, or or who's the right
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people to reach out to you, you know, what what kind of situation that they
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may be in? Yeah. Yeah. So I I work mainly with brick
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and mortar gym owners. And, you know, essentially, the thing we do, we
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try to simplify it. I really think businesses can be broken down into 3
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things, getting clients, keeping clients, and building
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cash. And that's kind of the provide the service that that
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we provide for our guys is to to really getting people focused
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to focus on what matters and what are the few things that you're gonna do,
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the whole 80 20 principle. What are the few things you're gonna do
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that is going to move the needle, the best for your business?
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So, if you're a business owner that was
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into getting clients and keeping clients and building cash, then we can certainly help
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you. Best thing for them to do is just go to, get my book
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00:29:31,684 --> 00:29:35,445
for free. It's just, smogerpersonaltraining.com, and
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00:29:35,445 --> 00:29:39,200
they can get it for free, at that link. Awesome. Well, we use
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00:29:39,200 --> 00:29:42,960
the halo acronym, Health Active Lifestyle Outdoors. So you're here
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00:29:42,960 --> 00:29:46,640
by now, you know, an anointed halo evangelist. Thank you. And,
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00:29:46,800 --> 00:29:50,160
you know, you can use that royalty free and look forward to, meeting you up
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00:29:50,160 --> 00:29:53,725
in person here. Thanks for having me, Pete. Alright, man. Awesome.
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Good to meet you.