Founders and Trainers at Roar Fitness

Introduction and Overview

Roar Fitness is an independent social enterprise that enables most of the locals to have a place to exercise and maintain physical fitness. The fitness center is located at 24 Bevis Marks House, EC3A 7jb London in the United Kingdom (UK). Roar fitness has experts who ensure that the clients get the best services that meet their expectations. Roar has a team of experienced personnel with advanced skills in training and athletics. For instance, Sarah Lindsay is one of the personal trainers at the fitness center. Lindsay is a three times Olympian, silver and gold medalists in various international races. She is also among the founders of Roar fitness. Alongside Lindsay; Lainey, Alex, Melissa, Matt, Josh, and Perce are also the founders. These founders are renown athletes in the UK and have knowledge of matters concerning fitness and nutrition (Fig. 2 & 3). Presence of skilled personal trainers has attracted various residents in the area. Roar operates from Monday to Sunday. However, a number of the turnout usually decreases as days go on (Fig 4). Roar Fitness provides various personal training, therapy, and nutrition services at different charges. The fitness center enables their clients to book for consultation services and enroll in performance therapy and rehabilitation, muscle building, male and female weight loss, online training, sports performance, among other body fitness activities. Most of the testimonies reveal that most of the clients had a body change after 12 weeks. The speedy observation of the change is because of the vigorous exercise that the trainers involve them.

Rich Phillips is an expert in body transformation. According to Men’s Health Magazine, Phillips expertise has made him be one of the best personal trainers in the UK. Therefore, being a founder of Roar Fitness has made most of the customers to entrust him with weight loss issues among other matters related to the same. The trainer has been in the field for approximately 15 years which has enabled him to gain vast experience in body development and training. Philips works closely with other personal trainers in conducting various activities at Roar fitness. Some of the activities that Philips engages in at the fitness center includes; movement training, guiding in nutrition, and general training.

Roar Fitness founders who have experience in body training and transformation have coupled up as personal trainers. The ability of these individuals to integrate their expertise and management at the fitness center has facilitated the dominance of the Roar Fitness in the UK. The organization’s activities have made Roar Fitness gain reputation from various areas and featured in various media channels like BBC and ITV among other publications. Roar Fitness famous transformation has also featured in the Men’s Fitness, Men’s Health, and Women’s Health Magazines (Fig. 5).

Analysis of operational challenges

Typology of operations.

Most businesses have a single responsibility of maximizing on the profits. However, these institutions have different layouts that enable them to attain their objective. Most companies use the ‘4V’ Operational model in carrying out their operations. The ‘4V’ Operational model includes; volume, variety, variation, and visibility.

Volume

Roar Fitness has different personal trainers who deal with several tasks. The presence of these trainers is an indication that this facility attracts high volume. Therefore, to handle the large volume it is important that the facility should have enough trainers. Roar fitness several trainers who are also assigned various responsibilities. For instance, Charlotte Dorman has twelve years’ experience in the fitness industry with reliable knowledge of natural health (Roar Fitness, 2018). Due to her credentials, Roar Fitness entrusted her with PR and media management responsibilities. The fitness center welcomes people with different needs coupled with the reputation that these trainers hold makes the facility to have high volume. The efforts that the facility has channeled towards boosting their services and ensuring that its open almost every day has facilitated the maintenance of the high volume at Roar Fitness. The facility is a small company that has a large volume (Slack, 2011). Even though the facility has not attained the maturity Lindsay and her team have contained this volume. The ability to attain these volumes has enabled Roar Fitness to dominate the fitting market in London also in the UK.

Variety

Roar Fitness has varieties of body transformation, therapy, and nutrition services. The high variety at the facility has compelled Roar Fitness to have various personal trainers with distinct skills and expertise. The success that the facility has achieved is attributed to the fact that the founders also operate as the trainers at the gym. Given that these founders have experience and in-depth knowledge in different fields, Roar Fitness has responded to their clients for the wide range of fitness demands. Most of the customer have preferred the place because they can get help in one roof without problems (Kell et al., 2006, p.398). The experienced trainers are centralized at Roar Fitness which makes it convenient for people to have fitting issues to seek consultation and other services at this facility. The people visiting Roar Fitness have the assurance of getting services from qualified staff. In addition to that, they get various services within the same premises.

Variation

The variation in customer turnout is seasonal. The first three days Roar Fitness receives the high number of the customers. However, the number reduces as the week goes towards the end (Fig.7). The figure shows that most of the individuals that visit the facility on the weekends do so from evening to the late night. Roar Fitness receives most people at their gym from Monday to Wednesday mostly in the morning hours. Most people prefer morning perks since it is easy to keep the workout schedule constant. At the same time, morning perks act as stressor-remover since most of those people who attend the gym on these three days in the morning do not attend on weeks. Therefore, during that time they may have engaged in activities that put them in stress conditions.

Visibility

Most of the companies will want their customers to experience their processes. The value of visibility is the reason that caused Amazon to software on their website. The software enables the customers to have visibility to the location of their packages. Roar Fitness ensures that it creates an enabling condition that will provide their customers the favorable condition to train. Realization of this objective has increased visibility at this facility (von Solms, 2005). The increased visibility has boasted the customer relationship and trustworthy at Roar fitness which has work to their advantage.

Customer objectives and expectations

Customers determine the life of any commercial engagement. Therefore, the way Roar Fitness handles its customers will determine the success of the facility. When the company succeeds to make a majority of their customers feel at home it becomes successful which is the expectation most clients. Yang, Hong, and Modi (2011, p.260) argue that there are five performance objectives that are evaluated to conclude whether the operations are successive and achieve customers’ expectations. These performance objectives are illustrated below;

Quality

Quality is an objective that is attained when a company deploys a specific approach that will grant customer satisfaction. Quality is the physical aspect that customer can relate with also reacts to in business. Roar Fitness has employed trainers with vast experience who are also qualified. The efforts by the facility to have qualified and award-winning instructors has facilitated the display of high quality in their service distribution (Roar Fitness, 2018). According to the turnouts, Roar Fitness is having many customers of different ages. The large turnout shows that the facility provides high-quality gym services to attract also maintain such numbers.

Performance Against Objective:

Whether performing at the Olympic games, establishing ourselves as industry leaders in body transformations, or creating a unique company such as Roar, the one thing that has always remained constant is our passion to excel (Roar Fitness, 2018). The passion to produce good performance at Roar Fitness has enabled the facility to provide high-quality services to their customers.

Speed

Urgency is important in service delivery. Speed evaluates the rate at which service is delivered to the customer from the time order is made. Roar Fitness have various trainers to enable speedy delivery of their gym services (Liu et al., 2013, p.365). In addition to that, the facility has assigned their staff responsibilities to enable efficiency and quick execution of the assigned mandates.

Customer Expectation:

The customer expects that Roar Fitness should provide fast and reliable gym services when they visit the premises.

Price

Price is an important objective since it gauges the competitive nature of a company. The company that charges their clients at an affordable cost attracts many customers. The increase in the number of customers at the company will facilitate profit maximization. Roar Fitness charges affordable prices based on different needs that customers have when visiting the facility.

Customer Expectation

Customers at Roar Fitness expect that the founders should have affordable charges (Ariffin and Maghzi, 2012, p.197). The trainers also have the responsibility of ensuring that they service match with the prices.

Process and Layout

Process Assessment

Roar Fitness provides readily services to clients at the gym. The founders who also double up as the personal trainers have assisted the facility to provide high-quality services to the customers.

At Roar Fitness there is a wide range of body transformation and nutrition activities. The presence of varieties of these services has made it easy for the customers to choose from the wide range of services availed. People that have no weight issues but have to maintain fitness for the sake of sporting find the facility appropriate for their training. Furthermore, the place also provides yoga which entices more customers.

Process Analysis

The facility is opened to the customers throughout the week. However, Roar Fitness have scheduled their operations to figure various teams with different demands. On Monday the instructors lead the trainees in fat loss among other training that are channeled towards losing cutting weight. As the week goes to the end nutrition and therapeutic activities are conducted since these sections attract a low number of people. Therefore, Roar Fitness believes that designating these groups to the last three days of the weeks will be appropriate. The members are briefed on the schedule and the trainers in charge early to familiarize with the trainers and to know what to expect in their consecutive training.

Layout

Layout Analysis

Roar Fitness has a straight retail floor layout. The floor is sectioned with the equipment that the facility. However, these sections are demarcated to enable the movements. There is equipment that is mounted permanently whereas there are others that are movable. Times this equipment that cannot be moved hinder movements around the structure. Some section of the floor is also slippery which makes it risky.

Recommendations

Roar Fitness has quality body transformation services. However, there are areas that the facility should address. These areas will be segmented into two in the recommendation part.

Variety- Reducing other activities

Roar Fitness has various activities and the experts that oversee these activities. However, these activities make the area to be congested. It is recommended that some of these activities should be relocated to nearby facilities or totally eliminated. Elimination of some of these operations after proper analysis will provide enough space at the same time efficiency. Most of these trainers are forced to work even after they are tired especially for the first three days of the week which compromise their productivity. Continuity of these conditions is a threat to Roar Fitness since it can lose it customers who are not comfortable with such environment.

Distribution of events

Most of the trainees attend sessions on the first three days. Due to high turnouts, Roar Fitness congests most of the events on these days. The congestion makes other events to be covered either incomplete or wrong. It is recommended that the management should consider spreading these events to other days to avoid errors. From Friday to Sunday there is usually minimal attendance it can be blamed on the schedule.

References

Ariffin, A.A.M. and Maghzi, A., 2012. A preliminary study on customer expectations of hotel hospitality: Influences of personal and hotel factors. International Journal of Hospitality Management, 31(1), pp.191-198.

Kell, L.T., De Oliveira, J.A., Punt, A.E., McAllister, M.K. and Kuikka, S., 2006. Operational management procedures: an introduction to the use of evaluation frameworks. The knowledge base for fisheries management, 36, pp.379-407.

Liu, S., Law, R., Rong, J., Li, G. and Hall, J., 2013. Analyzing changes in hotel customers’ expectations by trip mode. International Journal of Hospitality Management, 34, pp.359-371.

Roar Fitness, 2018. Founders. Available at https://roar-fitness.com/founders/ (Accessed 31 December 2018)

Roar Fitness, 2018. Gym. Available at https://roar-fitness.com/gym/ (Accessed 31 December 2018)

Slack, N. and Brandon-Jones, A., 2018. Operations and process management: principles and practice for strategic impact. Pearson UK.

Slack, N., 2011. Essentials of operations management. Pearson UK.

von Solms, S.B., 2005. Information Security Governance–compliance management vs operational management. Computers & Security, 24(6), pp.443-447.

Yang, M.G.M., Hong, P. and Modi, S.B., 2011. Impact of lean manufacturing and environmental management on business performance: An empirical study of manufacturing firms. International Journal of Production Economics, 129(2), pp.251-261.