It is clear that this is a relationship between the consumer and the company that must find the right balance between the parties.
And the price must satisfy the user: he wants, for example, to sign up for a Swimming Course or a gym to get better physically, and quantitatively assess this expectation.
Services are the means to satisfy these needs and the relative prices arise depending on how much consumers are able to spend in order to be able to satisfy this need.
In the same way the price is for the company source of income, but it is above all the immediate expression of the entire marketing process.
All the operational and qualitative choices that characterize the management of a sports center converge on it. That is: choices on products, services to offer (the internal line), on communication and publicity, on human resources.
The price is the meeting point between the objectives of the center and the expectations of the market to which it refers.
It is not hazardous to say that in the area of sports services. as well as those of services in general, price policy requires considerable creativity and entrepreneurial skills.
The determination of the price, in fact, must provide for a careful analysis of the market, of the competition, of the factors internal and external to the company.
It is obvious that a decisive parameter, to be kept under close observation, is the cost of production. However, for a company that acts in services the calculation is complex.
Surely the cost of personnel will be incisive, as well as that of the buildings and related equipment.
The Sports Service prevents you from creating stocks. The service of a pool or gym can not be stored and then resold. Or it is sold on that day, at that hour, at that moment. or remains unsold (for that day, that hour, that moment).
Therefore, actions must be more than ever aimed at stimulating demand in periods of lower demand.
Let's think about the morning of a sports center, or the "low season" periods.
Here, then, come to the aid of a pricing system aimed at practicing a differentiated price policy, such as to encourage the consumer to enjoy the sports service even in periods of lower demand.
Ultimately combining price differentiation with the diversion of demand towards collateral services leads to find a better balance and, above all, to make the most of the potential of the sports service.
For determining the price of a sports service it is essential to take these elements into consideration:
The fixed price does not provide any particular policy. The pre is determined on the basis of the variables just seen, with the relative profit margin
it is communicated to consumers without providing special forms of facilitations.
A classic example of the price to climb we have in the subscriptions: for example after 10 aerobics classes the price goes from 100 to 80. In this way we have to cover the initial costs, motivating the consumer to buy more.
It is a formula, to tell the truth, not widely used, but this is not something that can give significant results.
The annual price is a flat rate, perhaps to be paid in several installments, which includes all possible services or a part of the services of the Sports Center.
Usually the user has to pay a very small amount (almost symbolic compared to the market) for high demand activities: tennis, squash, etc. It is ultimately the traditional Club formula.
In the monthly price a figure is formulated that must correspond to each month.
When. for example, the user can not guarantee, for personal or work reasons, the safe presence for very long periods, the monthly price can be a good solution.
In the scheduled price, a figure is set that expresses an entire service. Consider, for example, the price of the entire course for swimming start-up, or for the activity for the elderly, or for fitness.
Agreed price,is a formula that does not have much space in the sports area, at least to what we know. This is ultimately an agreement with an institution, bank or company.
Establishing that each member can take advantage of a discount usually not less than 10% from the list prices in force in the sports center.
The discounted price that, in addition to being closely connected with the agreement, provides a very strong facilitation policy.
Take example of student discounts, or discounts for timetables or seasonal periods.
It is obvious that apart from the fixed price (a rather rigid concept with little market orientation), the discount can also be applied to all other forms of price.
Web Master _ Pasquale Dossi | e-mail:
