As I look across the spectrum of our industry today, I am struck by the unprecedented choice that lies at consumers’ fingertips.

As operators, we have all been so embroiled in recovering from the pandemic – so focused on the inner workings of our own businesses – that it feels strange to now lift our eyes and recognise the glowing picture within the sector as a whole. 

Nevertheless, I genuinely believe this is a golden era from a consumer perspective. I also believe that what is good for the consumer is ultimately good for us.

Over recent years, there has been such an explosion in health, fitness and wellness. At consumers’ disposal now is a huge plethora of offerings from which to pick and choose and map out personal journeys.

From low-cost to ultra-premium, boutique to big box, fitness to recovery to medical services and more, a far more diverse demographic is being drawn towards an industry that has broadened its vision beyond aesthetics to embrace rounded wellbeing. 

And of course, this is without even touching on technology, which would require an entire foreword of its own.

In the bricks and mortar world, the A$5 a week options remain – but as consumer mindsets have evolved and disposable income is reevaluated, so the price parameters in our sector have extended to A$500+ a week for premiumised, personalised wellbeing.

And people are paying for it. They are seeing the value in our products and services and, in spite of ongoing cost of living pressures, continue to expand their spend on health and vitality. They now prioritise their personal journeys, their health and their wellness. They no longer see price as the key consideration in their participation. 

In turn, our sector continues to respond with bold product innovations. The depth of our market and the breadth of our offering has never been stronger, empowering consumers to make choices based on their individual preferences and core needs.

Large format clubs have found new avenues to differentiate, including the fusion of modalities and modular approaches to incorporating new concepts. New ideas continue to emerge in the boutique space. 

Yet there remain questions to be answered.

What are our businesses’ strengths and what do our members actually want and value from us? There will certainly be relevant areas for us to continue to explore – from recovery to mental health and more – but we don’t have to be all things to all people.

Do our teams have the skillsets to deliver new services, or would we – and our members – be better served through the forging of expert partnerships? 

And then there’s messaging and language, which still requires a radical overhaul in our sector. What are we actually selling – and even more crucially, what do consumers now want to buy? Are we selling weight loss and fitness or are we selling happiness, positive energy and the tools for a higher quality of life?

With a more receptive consumer than ever before and a sector that’s resurgent post-pandemic, we truly are limited only by our own imaginations as operators. The challenge and the opportunity is to ensure everything is in place to robustly communicate and deliver on our visions.