Strategic framework of fitness clubs based on quality dimensions: the blue ocean strategy approach

Abstract

This study aims to know the current strategic framework of fitness clubs, advocated by the blue ocean strategy, from the quality dimensions. For this, the quality dimensions of Papadimitriou and Karteliotis (2000) and Yildiz (2011) were used as theoretical models. The survey was applied to a sample of 151 fitness clubs in Portugal and an exploratory factorial analysis was carried out, in order to know the key factors of the strategy of the fitness clubs. The results show that the employees’ competences, facilities, core services and complementary services are the key factors in the strategy of fitness clubs. It should be noted that most fitness clubs give a high level of importance to all key factors regardless of the price they practice and the diversity of services they provide. The strategic framework reveals that fitness clubs do not have a defined strategy, nor do they adjust quality of service to the selling price. Even with a low price, managers continue to attach great importance to the employees’ competences, facilities and core services. This study aims to contribute to a better knowledge of the strategic framework in the fitness sector, and evidence of a blue ocean strategy may be a strategic approach.

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