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The challenge is to identify and quantify the right five drivers for each person. Once created, these drivers will help run a smooth club operation.

For example, in the fitness director example, staff members who collect data need to make sure that this fitness director has all thenumbers, member names and contact information, previous history and marketing tools to succeed. This means that the controller should ask whether the director would like the list of new club joiners in a certain format and in a particular time frame.

Also, sales staff needs to coordinate with the fitness staff to ensure that new members sign up for a fitness assessment. For equipment, the club owner or general manager should contact fitness equipment manufacturers so that preventive maintenance can be properly conducted.

This process also assumes that whoever writes and publishes the club newsletter, whoever writes the script for the club’s on-hold whoever creates the club’s graphic work (flyers, posters, etc.) also coordinates with the fitness director.

Using the gathered data

When financial and usage results are provided, they should be broken down by departments, and given to each of the relevant heads. Data is tabulated on progress and results, so the next year, new targets can be set. With this type of data, along with informal member feedback and even formal member surveys, the club can properly plan its future and build on its past successes. Using data properly will then lead to better decision-making and more focused attention by the senior staff. Goals will be achieved because the team is aligned and driven by the key success indicators