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Document Type

Abstract

Publication Date

12-1-2024

Abstract

Background/Purpose: The fitness industry has been an important segment in the sports-related global market (SFIA, 2020). The U.S. Bureau of Labor Statistics Occupations Projection (2016-2026) indicated there would be an 18.70% annual occupational employment percentage increase in the need for athletic trainers (CareerOneStop, 2019). The U.S. 71394 Gym, Health & Fitness Clubs Report revealed a 1%–6% revenue increase each year since 2012. This projection indicated that the fitness market uptrend would continue in the next decade. However, the COVID-19 outbreak had a significant impact on the fitness market, and it was projected to have a 10% revenue decline in 2020 (IBISWorld, 2020). This study examined the challenges that fitness programs faced during the COVID-19 pandemic. Marketing strategies and fitness program redesigns were proposed.

Methods: This case study’s subjects were the fitness programs. Stakeholder Theory was employed as it concerns participants serving as its primary stakeholders. Supplementing with SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis, strengths and weaknesses identified internal factors that directly and indirectly affect fitness programs’ operation during the COVID-19 pandemic, while opportunities and threats examined the external factors.

Results: Based on SWOT analysis, internal strengths that impact fitness programs’ operations were: 1) Fitness training could still be operated via an online format and keep participants safely and actively engaged during the crisis; 2) Online training can be globally distributed with no charge via its application platform; 3) Recorded and standardized daily training can be done at any time without limits. Weaknesses were: 1) Limited exercises available and no trainers’ in-person interaction to demonstrate and correct participants’ exercises; 2) Technology application and internet requirements may opt out participants who may not favor technology or have access to the internet. External opportunities were: 1) During a crisis like COVID-19, health-oriented outcomes were of great need; 2) The service-oriented business model would win out over the tangible products model due to the major economic and social impact. Threats were: 1) Online application consumption has not been a major trend like studio membership purchases; 2) COVID-19 lockdown led to significant financial impact and emotional disorders for fitness participants; 3) More interruptions from family routines would affect people’s fitness participation.

Conclusions: To survive in a global pandemic such as COVID-19, fitness programs need to consider shifting traditional studio membership sales to technology-assisted services purchases in order to boost their revenues. Collaboration with local community health care providers to facilitate real-time interaction and post-family training activities would further strengthen fitness programs’ involvement and the primary stakeholders’ attachment.

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