les mills international club owner cvm report february 2008

Les Mills InternationalClub Owner CVMReport

February 2008

J:\Les Mills Int\8007 Club CVM Proposal\Reports and Presentations\LMI Club Owner CVM Report v6.ppt 2

CVM Overview


Customer Value Management is based on customer trade offs between what they get and how much they pay, organised around customer facing processes and linked to internal business processes so pragmatic changes can be implemented

Customer Value Management

(CVM)Products & Services

Prices & Costs

Customer process

Customer process

Customer process

Customer process

Customer process

Les Mills process

Les Mills process

Les Mills process

Les Mills process

Les Mills process

Les Mills process

Les Mills business processesCustomer view

Image & Reputation


The link with business processes is vital as these processes are the levers that managers can use to change customer perceptions of value and ultimately impact EBIT

HR

Operations

Finance

Sales and Marketing

Customer Service

• Recruiting, retaining and training the right people

• Training

• Billing

• Communicating the value proposition of the Les Mills programmes effectively

• Providing the required level of service to the customers

e.g. Initiative: Improve Programme

Quality

EBIT Impact

Business processes…(across LMI and its agents)

…influence customer perceptions of Les Mills performance… …which are modelled…

…to provide clarity as to where Les Mills can focus its business improvement efforts and quantify what's at stake…

Direct Financial Impact

• Cost of project• Revenue gain

Indirect Financial Impact

• Impact on customer perceptions which impacts share of wallet



Prices & Costs

Customer process

Customer process

Customer process

Customer process

Customer process

Les Mills process

Les Millsprocess

Les Millsprocess

Les Millsprocess

Les Millsprocess

Les Millsprocess

Les Millsbusiness processesCustomer view

Image & Reputation



Prices & Costs

Customer process

Customer process

Customer process

Customer process

Customer process

Customer process

Customer process

Customer process

Les Mills process

Les Millsprocess

Les Millsprocess

Les Millsprocess

Les Millsprocess

Les Millsprocess

Les Millsbusiness processesCustomer view

Image & Reputation


We also know that what is important to customers can vary across their lifecycle so we also measure the key decision criteria customers use when deciding to spend on Les Mills programmes

Performance on Key Decision Criteria

determine likelihood to spend with Les

Mills

High

Low

New Relationship

Trigger Point Trigger Point

Customer perceptions (as shown by CVM)

determine likelihood to change spend levels

Time

Illustrative

e.g. Renegotiation of contract, bad service

experience, new entrant in the market

Level of consideration

given to selection / changing

Group Fitness Provider


A Customer Value Model has three key metrics which each serve a purpose in understanding perceptions of performance

3

2

1

CVM

x.x ±xx

Image and Reputation

xx% x.x ± xx

Prices and Costs

xx% x.x ± xx

Products and Services

xx% x.x ± xx

Absolute performance

1=poor, 10=excellent

Change relative to 2004 survey

Level of impact of driver

0-100%

Impact weights vary by CVM model and by competitor

CVM is a measure of the markets perceptions – as a result CVM scores take

time to move as perceptions lag actions

and therefore slowly change over time


There are a few things that need to be borne in mind when considering the results of a CVM survey


• Number of Les Mills programmes• Length of time using Les Mills

programmes• Proportion of timetable devoted to

Les Mills programmes• Number of members within the club• Size of Group Fitness facilities in the

club• Attendance• Internet connections of clubs

Other Business Information

• Likelihood to reduce usage of Les Mills programmes in the next twelve months

• Customer views on who the main competition for Les Mills programmes are in each market

• Customer views on performance of main competition identified

• eClub usefulness• Advanced Instructor Training

usefulness• Scorecard usefulness• BODYPUMP™ weight attributes

Other Business Issues

• The five factors (rated in importance) which the customer considered in buying the Les Mills programmes initially

Key Decision Criteria

In addition to the customer value data, we collected data on key decision criteria, other business issues and information about the customers’ businesses as part of the survey


Actions that need to be carried out across all

markets e.g. addressing programme quality

issues

Actions that need to be carried out on a market by market basis but are

common across markets e.g. addressing price

issues

Actions that can only be carried out by LMI to address a particular issue in market e.g.

change to programme content to address

individual market issue

Actions that need to be carried out to address

issues particular to individual markets e.g.

addressing billing issuesLocal

Global

LMI Agents

Scope of Action

Implementation of Actions

The purpose of collecting this information is to form action plans to maximise profitability across the lifecycle, which because of the supply chain for Les Mills programmes, are undertaken by either LMI and / or the agent

Les Mills CVM Action Framework


Response rates from the clubs were good enabling detailed information to be provided for seven markets – Australia, Brazil, France, Germany, the Netherlands, Baltic and U.S.A. – and indicative results for Japan

China 1 response

Brazil88 responses

Spain2 responses

France74 responses

Australia81 responses

Germany 59 responses

The Netherlands 83 responses

Baltic 92 responses

Total Sample = 649

Japan 19 responsesUSA

151 responses

The United States did not participate in the last CVM study and as a result this sample is different to the last study and this will influence the results shown


USA


CVM Performance


The USA is very sensitive to prices and costs, evenly split between financial and non-financial costs, but performance on these drivers outperforms other markets

• Although relatively lower than other measures, Les Mills is rated higher in the USA on both financial and non-financial costs

• Actions on non-financial costs should focus on how the convenience of workshops can be improved

• Actions on financial costs should aim to remove focus on prices and costs and put it on the programs

• Within the US market Les Mills programs have a very strong reputation for being technical and leading edge which should be reinforced through marketing as it is a high impact driver

• People are also important and are perceived as a positive with strong performance particularly for proactive contact, being fair, likeable and credible and respecting the customer as valued

Insights and Implications

USA


The US is the strongest performing country with all aspects significantly higher than the market average

• Overall perceived value is high at 8.0• The US is price sensitive with two thirds of perceived

value accounted for by prices and costs with relatively high performance at 7.4

• The remainder of perceived value is split between image and reputation and products and services both of which are performing extremely strongly


USA

Note: (1) Sample size n = 151

Perceived value ofLes Mills products to

clubs



Prices and Costs

Overall CVM Performance(1)

18% 8.8

8.0 19% 8.3

63% 7.4Process

xx% x.x

Key:

Impact Weight

2007 CVM Score

Perceived value of the Les Mills systems to

clubs

Perceived value of the Les Mills system to

clubs


Brings in and retains customers

Recognised brand

Recognised as effective and safe

Image and reputation is a real strength within the US, especially in having a reputation for technical and leading edge programs which is of particular importance to US clubs


Image and Reputation CVM Performance(1)

Fair, likeable and credible people

Technical and leading edge

NCI 8.2

14% 8.1

18% 8.8 NCI 8.7

30% 8.6

56% 8.9

• Of most importance to the customer is that the programs are technical and leading edge and performance on this factor is very high at 8.9

• People are also important and Les Mills is seen as having of reputation for fair, likeable and credible people


USA


Process

xx% x.x

Key:

Impact Weight

2007 CVM Score


Using the programs

Getting set up and going

Using the services

Products and services generally perform very highly, especially the actual programs themselves


Product and Services CVM Performance(1)

Account management

Billing

• Overall products and services rated highly at 8.3• Only a very small portion of US customers’ overall

perceptions of value are shaped by their views in respect of products and services

• In general Les Mills performs well on these factors within the US market

• Although it is a longer term strategy, within USA Les Mills should look to move the focus away from price and cost to products and services through concentrating marketing and promotion efforts on the quality and effectiveness of the Les Mills system


NCI 8.1

18% 8.6

19% 8.3 27% 7.5

30% 8.1

26% 8.4

USA


Process

xx% x.x

Key:

Impact Weight

2007 CVM Score


Providing me with programs that suit my needs

Providing me with training and education on programs

Agreeing a fair and reasonable contract

Getting set up and going

Getting Set Up and Going CVM Performance(1)

Assisting me with launching my programs

The initial training of my staff

• Performance is generally very strong with performance across all aspects at or above 8.0

• Although of no current impact to the USA clubs overall, the high performance on these drivers indicates that Les Mills support of new clubs is working well


Providing training and education to run Group Fitness

Getting set up and going currently has no impact on perceived value but performance is high on all aspects

NCI 8.6

NCI 8.6

NCI 7.9

NCI 8.1

33% 7.8

27% 8.3

39% 8.0

USA


Process

xx% x.x

Key:

Impact Weight

2007 CVM Score


Ensuring programs are innovative and exciting

Ensuring ongoing quality of programs

Providing programs that generate a return on

investment

Performance across all subdrivers connected with using the programs is very strong

Using the programs

Using the programs CVM Performance(1)

Providing updated programs on a timely basis

Providing programs and training to recruit and retain the

best instructors

• Customers rated performance of the programs as very high at 8.6

• Performance is strong across all subdrivers• Of particular note is that clubs rate the programs highly

as generating a return on investment which is likely to support the better performance on prices and costs

• Although still high, performance on providing programs and training to recruit and retain the best instructors is slightly lower


NCI 8.4

40% 8.7

18% 8.6 NCI 8.3

28% 8.8

32% 7.7

USA


Process

xx% x.x

Key:

Impact Weight

2007 CVM Score


Training my instructors

Providing assistance with marketing any programs

Assisting me in keeping my staff happy and motivated

Using the services within the Les Mills system is important to US customers and although still relatively good, performance is lower than on other drivers

Using the services

Using the Services CVM Performance(1)

Assisting me with measuring the success of my programs

Providing certification of my instructors

• In general Les Mills performance in respect of the services associated with the programs is perceived to be less than performance on the programs themselves

• Most importance is placed on training the instructors, followed by assisting with measurement of the success of the programs and providing instructor certification

• All other subdrivers currently have no impact• Although still high performance on these areas is

relatively lower and improvement initiatives should be focused on training and assisting the measurement of the success of the program


NCI 7.5

44% 7.2

27% 7.5 NCI 7.1

32% 7.1

24% 7.9

USA


Process

xx% x.x

Key:

Impact Weight

2007 CVM Score


Available when I need them

Committed to my business

Provide me with information when I need

United States performs well on account management which suggests the “club coach” system is working well

Account management

Account Management CVM Performance(1)

Assist me in sorting out issues related to my programs

Respect me as a valued customer

• All areas of account management are currently performing well and generally exceed other markets across most subdrivers

• In particular, compared to other markets, the USA agencies perform well on proactive content

• Performance on this driver and other drivers suggests that the “club coach” system is working well and should be considered for introduction to other markets


Proactively contacting me to add value to my business

USA

NCI 7.7

24% 7.7

NCI 7.8

30% 8.1

24% 8.0

25% 8.2

27% 7.6


Process

xx% x.x

Key:

Impact Weight

2007 CVM Score


The bills I receive are simple to understand

The bills I receive are accurate

There is a convenient payment system

As in other markets billing is a strength with the USA agents on all aspects

Billing

Billing CVM Performance(1)

Ensuring confidentiality of financial arrangement

There are fair payment terms

• The USA agents perform extremely well in all aspects of billing

• Although unlikely to confer any significant competitive advantage it is an important hygiene factor where non performance could impact club retention


24% 8.1

12% 8.4

26% 8.4 33% 8.5

NCI 8.7

32% 8.5

USA


Process

xx% x.x

Key:

Impact Weight

2007 CVM Score


Financial Costs

Non Financial Costs

Prices and costs performs very well compared to all other countries, which is likely to be related to the high rates of the programs for generating a return on investment

Prices and Costs

• Prices and costs are currently rated at 7.4, significantly ahead of the global average

• Perceived value is driven by both financial and non-financial

• Although performing well compared to other countries, perceptions of financial costs are still well behind those for non-financial costs

Insights and ImplicationsPrices and Costs CVM Performance(1)

49% 6.7

63% 7.4

51% 7.7

USA


Process

xx% x.x

Key:

Impact Weight

2007 CVM Score


Costs of setting up the program such as marketing

and training

Licence Fee

Costs to use the program eg music, video, headsets, uniforms, training etc

All aspects of financial costs have a large impact on overall perceived value with performance being relatively good, compared to other countries, across all factors

Financial Costs

• All aspects of financial costs impact on customers views of overall perceived value

• Performance across all factors is relatively good compared to other markets

• To improve performance within the US market on price and costs Les Mills should look to identify areas in operational costs that can be reduced without impacting EBIT

• In addition a strategy of trying to move focus from price onto the qualities of the program through developing and promoting tools to measure the success of the program and use of marketing should also improve overall perceived value

Insights and ImplicationsFinancial Costs CVM Performance(1)

31% 6.5

49% 6.7 24% 6.9

45% 6.6

USA


Process

xx% x.x

Key:

Impact Weight

2007 CVM Score


Time and effort in operating the program

Time and effort involved in setting up the program

Managing the resistance from staff eg instructors

In general customers perceive performance of the US operation to be good in respect of non financial costs, although improving the convenience of workshops should be investigated

Non Financial Costs

Overall Non Financial Costs CVM Performance(1)

Convenience of workshops

• Perceptions of performance in respect of non financial costs account for a large portion of overall perceived value

• The US operations performance is perceived to be good across all factors except convenience of workshops

• Given the relative impact of this driver it is worth investigating with customers what aspects of workshops (timing or location) can be improved and determining whether those issues can be improved without undermining program quality or profitability


37% 7.6

17% 7.7

51% 7.7

24% 7.4

21% 6.8

USA


Process

xx% x.x

Key:

Impact Weight

2007 CVM Score


Competition and Retention Analysis


Surprisingly only 19% of customers perceived branded programs to be the main competition for Les Mills in the USA

Customers Views on the Main Competition for Les Mills programs(1)(2)

48%

6%

19%

27%

Freestyle

TrainingOrganisation

Other BrandedProgramme

NoCompetition

USA



Where competition does exist in the US market, Les Mills programs outperform it on all aspects of customer value drivers leaving only 3% of the customer base at risk

Customers Views of Les Mills programs Main Competition(1)(2)



Prices and Costs

Perceived Value of Competitors Products

to Clubs

Notes: (1) Excludes responses that say there are “no competitors”; (2) Sample size n = 151; (3) Customers who rated 8 to 10 on a scale of 1 to 10 where 1 = ‘not likely” and 10 = “highly likely”; (4) Sample size n = 151

143

139130.0

106Process

x.x

Key:

2007 RVS Score

RVS calculated as

Les Mills Score x 100

Competitors Score 1

USA

0

10

20

30

40

50

60

70

80

4 5 6 7 8 9 10

Likelihood to Reduce Usage of Les Mills programs in the Next 12 Months(3)(4)

Overall Perceived ValueP

rop

ort

ion

Exp

ecti

ng

to

Dec

reas

e N

um

ber

of

Les

Mill

s p

rog

ram

s U

sed

in N

ext

12 M

on

ths

3% of customer base at risk


Key Decision Criteria Performance


As in other markets it is the programs contribution to attracting and retaining members, together with the image and quality of the programs which is most important to buyers, and performance is rated highly on all factors

• Promotion to new clients should centre around how the programs generate a return on investment for the club and this needs to be reinforced once the club has purchased the programs so as to remove focus from price

• This promotion will be best achieved through direct contact, using case studies and selling tools

• Marketing of the programs to raise awareness of the programs should also focus on the programs themselves

• The training and certification of instructors is important to clubs considering purchasing Les Mills programs which is different to the other markets but which is also an area of strength within the USA

Price ranks sixth with an 8% weighting


USA

les mills international club owner cvm report february 2008

Documents

customer perceptions

customer value model

customer value management

mills performancewhich

mills programmesperformance

x xximage

x xxprices

x xxproducts