Copyright © 2017 - 2026 Fit Hive, LLC. All Rights Reserved.
Do not start pricing by asking what nearby studios charge.
Start with four questions:
Then build the fewest membership options necessary to serve meaningful differences in customer needs.
Pricing should encourage the behavior that creates the best member outcomes and healthiest business economics.
Do not discount because someone says the price is high.
First find out whether the problem is:
Affordability.
Perceived value.
Trust.
Timing.
Fit.
Those are five different problems.
Treating them all with a discount trains your prospects to negotiate and quietly destroys margin.
Studio owners love competitor pricing research.
There is some value in knowing the market.
But competitor pricing becomes dangerous when it turns into:
"They charge $149, so we'll charge $139."
You do not know enough from that number.
Maybe their rent is half yours.
Maybe the owner coaches 30 unpaid hours per week.
Maybe they have 600 members.
Maybe they have 85.
Maybe their membership includes personal coaching.
Maybe yours doesn't.
Maybe they're profitable.
Maybe they're barely surviving.
Copying the price means copying a conclusion without knowing the math behind it.
Current fitness-industry pricing guidance increasingly emphasizes value-based and tiered pricing rather than simply matching competitors. Glofox, for example, recommends value-based pricing as the foundation for boutique studios, while Mindbody advises owners to audit their existing offerings and understand the economics of each service before updating rates.
Use competitors as context.
Not as your calculator.
Pricing begins with economics.
Say your studio has the following example numbers:
Monthly operating costs: $32,000
Owner compensation target: $8,000
Desired monthly operating profit: $5,000
That means the business needs:
$32,000 + $8,000 + $5,000 = $45,000 per month
Now suppose you realistically expect 250 recurring members.
$45,000 ÷ 250 = $180 average monthly revenue per member required
That does not mean every membership must cost $180.
You may generate revenue from:
But now you have a target.
If your actual average revenue per member is $125 and your business model requires $180, "selling harder" will not repair the economics.
You have some combination of:
You need to know which one.
At the simplest level:
Required monthly revenue ÷ realistic active membership = required average revenue per member
Use a realistic membership number.
Not:
"If we somehow get to 500 members..."
Use the capacity and demand you can reasonably serve.
Then ask:
Can we deliver an excellent experience at this member count?
If the answer is no, your pricing needs to support a lower membership base.
A membership is not pure margin.
Look beyond rent.
Depending on the studio, service costs can include:
Then consider capacity.
A yoga class with 30 spaces has different economics from semi-private training capped at six.
A CrossFit class capped at 15 has different economics from one-on-one personal training.
Pricing needs to acknowledge delivery constraints.
$200 monthly membership.
Average member attends 12 group sessions.
One coach manages 15 people.
$200 monthly membership.
Includes four one-on-one sessions.
One coach manages one person.
Same price.
Completely different labor requirement.
That's why generic lists of "average gym membership prices" can mislead boutique operators.
A boutique studio usually cannot win a commodity pricing war against a large low-cost gym.
And it shouldn't try.
A big-box consumer may be buying access to equipment.
Your customer may be buying:
That distinction matters.
A Pilates client isn't necessarily buying "eight reformer classes."
They may be buying a structured way to get stronger without figuring out workouts alone.
A martial arts parent isn't buying "three classes per week."
They're buying instruction, progression, confidence, and an environment they trust for their child.
A strength client isn't buying "rack access."
They're buying coaching that gives them a better chance of getting stronger safely.
Price the actual value delivered.
When someone says:
"That's expensive."
Owners often hear:
"Lower the price."
Do not jump there.
Ask whether the offer itself is strong enough.
What result does the person want?
"We offer unlimited classes" is not a dream outcome.
"Train consistently without having to design your own program" is closer.
Why should the prospect believe they'll succeed here?
Increase confidence through:
How quickly can they experience evidence they made the right decision?
You cannot promise unrealistic physical transformations.
But you can shorten time to the first useful win.
Examples:
How much friction exists?
Can they book easily?
Are class times realistic?
Does someone tell them what to do?
Do they know where to start?
Can they communicate with the team easily?
Reducing friction increases value without reducing price.
Before cutting $20 from the membership, ask:
Can we make the membership feel $50 more valuable instead?
Sometimes the answer is surprisingly simple.
Better onboarding.
Clearer progress tracking.
A defined goal review.
More convenient booking.
Faster communication.
Better coaching consistency.
Do not assume price is the easiest lever.
If your pricing sheet takes 15 minutes to explain, you may not have a pricing strategy.
You may have a collection.
Example:
Unlimited.
12 classes.
10 classes.
8 classes.
6 classes.
4 classes.
Weekends only.
Morning only.
Student.
Couples.
Founder's.
Old founder's.
Legacy founder's.
Three-month.
Six-month.
Annual.
Punch card.
Twenty-pack.
Ten-pack.
Drop-in.
Now ask your front desk to recommend one.
This is where decision friction explodes.
Create a membership option when there is a meaningful difference in customer need or service delivery.
Not because one prospect asked for something unusual three years ago.
Many current pricing guides recommend tiered structures, often combining recurring memberships with limited-use options or class packs. The point is not that every studio needs the same number of tiers, but that the tiers should make the buying decision clearer and support the studio's economic goals.
This is an example, not a universal pricing prescription.
Designed for someone with lower frequency needs.
Example:
Eight sessions per month.
Core coaching experience.
Standard booking.
Designed for the customer you want the majority of members to choose.
Example:
Twelve sessions or unlimited group training.
Progress reviews.
Full booking access.
Additional accountability.
Designed for members wanting more support.
Could include:
Personal coaching.
Nutrition.
Recovery.
Priority scheduling.
Additional assessments.
The exact benefits depend on what you genuinely deliver.
Your core membership should solve the needs of the largest segment of your ideal customers.
Do not artificially cripple the lower tier just to manipulate buyers.
Instead, create a genuine progression in service.
The question is:
What additional value does someone receive as they move up?
If the answer is only:
"They can come more often."
You may be underusing the tier structure.
Price per session is useful internally.
Example only:
8 visits at $160 = $20 per visit.
12 visits at $210 = $17.50 per visit.
Unlimited at $240 with average usage of 16 visits = $15 per visit.
This helps you see the economics.
But be careful about training customers to value only the class itself.
If your offer includes:
the membership isn't simply a bundle of visits.
Mindbody has historically recommended structuring class-pack and membership pricing so recurring memberships remain economically attractive relative to drop-ins and smaller packs.
"Unlimited" sounds easy to sell.
It can also create problems.
Ask:
Unlimited isn't automatically good or bad.
It is a capacity decision.
For yoga, group fitness, or CrossFit, it may work extremely well.
For service-heavy semi-private training, it may destroy margins.
Price based on the model you're operating.
Prospect:
That's more than I expected.
Weak response:
We can give you 20% off if you join today.
You just told them the price wasn't real.
Instead, diagnose.
Ask:
Totally fair. When you say it's more than you expected, is the main issue that it's outside what you can comfortably spend, or that you're not yet sure the program is worth that amount?
Now you have two different conversations.
The person understands the value but cannot comfortably afford it.
Do not shame them.
Do not pressure them.
Say:
Got it. Then I don't want to sell you something that creates financial stress. We have a lower-frequency option that keeps the coaching and structure but brings the monthly commitment down. Want me to show you what that looks like?
Reduce sacrifice without destroying the core outcome.
Say:
That's helpful. Before we talk about price again, what part of the program are you least convinced will help you get the result you want?
Now the prospect tells you what is missing.
Maybe they don't understand the coaching.
Maybe they're unsure they'll attend.
Maybe they don't believe the program is personalized.
Solve the confidence problem.
Do not immediately solve it with money.
Do not dodge the question.
Do not send a ten-paragraph pitch before answering.
A useful structure:
Absolutely. Our memberships depend on how much coaching and training frequency you need. Before I point you toward the wrong one, are you mainly looking for 2 to 3 structured workouts per week, or something more hands-on with additional coaching?
If your business publishes exact pricing, provide it clearly and then ask the qualifying question.
Transparency matters.
Mindbody's current pricing guidance specifically recommends clear, honest pricing and avoiding surprise fees.
It probably is. If the experience and outcome you're looking for are the same, you should absolutely compare them. The bigger question is what you need to actually get the result you told me you want. You said accountability and knowing exactly what to do were the two things you've been missing. That's what this membership is built around. If those aren't important, the cheaper option may honestly be a better fit.
That does three things.
It doesn't attack the competitor.
It reinforces the dream outcome.
It forces the decision back to fit instead of sticker price.
Hi Jamie,
You mentioned that your biggest goal was getting back into a consistent routine without having to figure everything out yourself.
After I sent the membership options, I didn't hear back.
Totally fine if the timing isn't right.
Before I close the conversation, can I ask one thing?
Was the bigger concern:
PRICE
SCHEDULE
NOT SURE IT'LL WORK
NOT READY YET
Reply with whichever one is closest.
If there's a simpler path that still gets you where you want to go, I'll tell you.
If there isn't, I'll tell you that too.
The member has almost no effort required.
The response reconnects to the desired outcome.
It gives permission to say no.
It identifies the real objection instead of guessing.
There is no universal answer.
But there should be a reason behind your decision.
Your service is easy to understand.
Memberships are standardized.
Prospects already know roughly what they're buying.
You want to prequalify on price.
Programs are highly customized.
Pricing depends on coaching frequency.
You have multiple service combinations.
Prospects need assessment before recommendation.
The mistake is hiding pricing because you're afraid to defend it.
If you cannot explain why the membership costs what it costs, removing the number from your website doesn't solve the problem.
Waiting until cash flow is painful creates bad pricing decisions.
Review pricing intentionally.
At least annually, examine:
Then decide whether pricing still supports the business.
You have several possible approaches.
Useful when testing a new rate.
Tradeoff:
You can build large pricing gaps between old and new members.
Cleaner long term.
Tradeoff:
Requires thoughtful communication and can create cancellation risk.
Emotionally easy.
Tradeoff:
Can leave significant revenue trapped in legacy rates for years.
There is no universally correct answer.
Model the economics before choosing.
Do not write a 600-word apology.
Do not sound guilty for operating a sustainable business.
Be direct.
Subject: Membership pricing update
Hi Chris,
Beginning October 1, your monthly membership will change from $179 to $195.
Over the past year we've continued investing in coaching, equipment, programming, and the systems that support your training experience.
We want to keep delivering that standard without cutting the parts of the membership that matter.
Your current membership and access will remain the same. The only change is the monthly rate beginning October 1.
If you have any questions about your membership, reply here and we'll help.
Thanks for continuing to train with us.
Do not suddenly list 14 "benefits" members supposedly receive if nobody values them.
If you're increasing price because costs rose, you can say so.
If you've improved the service, explain how.
Clarity beats corporate spin.
| Common Pricing Behavior | Better Approach |
|---|---|
| Copy competitors | Start with business economics and value |
| Add endless membership options | Create tiers around meaningful customer needs |
| Discount when someone hesitates | Diagnose affordability vs. value |
| Sell price per class only | Sell the complete outcome and support |
| Hide pricing because it's uncomfortable | Make a deliberate transparency decision |
| Grandfather everyone forever | Model long-term economics first |
| Raise prices only in a crisis | Review pricing annually |
| Add bonuses nobody values | Improve the parts of the Value Equation that matter |
| Charge premium prices with average service | Make the experience justify the price |
This is an illustrative example.
A studio has:
180 members.
Average recurring revenue per member: $149.
Monthly recurring membership revenue:
180 × $149 = $26,820.
After reviewing payroll, occupancy, software, operating expenses, owner compensation, and desired margin, the owner determines the membership side of the business needs to produce approximately $34,200 per month.
At 180 members:
$34,200 ÷ 180 = $190 average recurring revenue per member.
That gap is:
$41 per member.
The mistake would be immediately raising every membership $41.
Instead, investigate:
Could membership mix change?
Are members on obsolete legacy rates?
Could a premium tier genuinely provide additional valuable services?
Are low-frequency options priced appropriately?
Can non-dues services contribute?
Are expenses unreasonable?
Could capacity support more members without damaging quality?
Pricing strategy is not:
"Raise prices."
It's:
"Understand the gap, then choose the healthiest way to close it."
Pricing strategy comes first.
Software supports the execution.
FitHive currently connects member management, billing, scheduling, CRM, communication, lead follow-up, reporting, and a branded app in one system.
That matters when pricing becomes operational.
A studio needs to be able to:
Set up membership options.
Collect recurring payments.
Manage member access.
Track membership activity.
Communicate changes.
Understand revenue and membership performance.
Keep the sales process connected to the membership selected.
The advantage of a connected system is not that software decides your price.
It doesn't.
The advantage is that once you decide the strategy, the operational pieces are easier to keep connected.
FitHive also combines lead follow-up and CRM functionality with scheduling and billing, which means the conversation from initial inquiry through membership enrollment can stay within the same broader operating ecosystem.
Include:
Current price.
What's included.
Number of members on it.
When it was created.
Do not skip legacy options.
Recurring membership revenue ÷ active recurring members.
Then compare that with what the business needs.
Look at:
Labor.
Capacity.
Usage.
Service requirements.
Ask which memberships are creating strong economics and which ones are quietly expensive to deliver.
Identify:
Duplicate memberships.
Old rates.
Confusing tiers.
Low-value packages.
Offers that exist only because one person requested them.
Do not delete anything yet.
Build the cleaner future structure first.
For every membership, complete this sentence:
This membership is best for someone who ______ and wants ______ without ______.
Example:
This membership is best for a busy professional who wants three coached strength sessions each week without having to program or plan workouts alone.
If you cannot complete that sentence clearly, the package probably isn't clear enough.
Do not make staff memorize scripts word-for-word.
Teach them to diagnose:
Affordability.
Value.
Trust.
Timing.
Fit.
Those are better skills than learning how to "overcome objections."
Calculate required monthly revenue.
Calculate average revenue per active member.
Review the delivery cost of each service.
Understand capacity constraints.
List every current membership.
Identify obsolete and legacy rates.
Remove unnecessary complexity.
Define the ideal customer for each tier.
State the outcome each membership helps produce.
Review price per visit internally.
Decide intentionally whether to offer unlimited.
Separate affordability objections from value objections.
Create approved pricing scripts for staff.
Decide whether pricing should appear online.
Review discounts and promotions.
Model price increases before implementing them.
Create clear member communication for any changes.
Review pricing at least annually.
Low prices can be a legitimate strategy.
Accidentally underpricing isn't.
Know the economics before deciding where you want to sit in the market.
If every salesperson needs 20% off to close memberships, investigate the offer and sales process.
Improve perceived value and objection diagnosis before cutting price.
More choice can create more confusion.
Keep options only when they serve meaningfully different needs.
Premium price does not automatically create premium value.
Make sure coaching, service, communication, and member experience support the positioning.
Loyalty matters.
So does sustainability.
Review legacy pricing deliberately instead of making grandfathering permanent by default.
There is no universal number. Pricing depends on business model, location, coaching level, capacity, services, operating costs, positioning, and target customer. Current published guides show substantial differences between low-cost facilities and boutique or premium studios, which is exactly why copying an "average" can be misleading.
Use the fewest options needed to serve genuinely different customer needs. Tiered pricing is common, but adding tiers without clear differences increases buying friction.
Only if the economics and capacity support them. Review average usage, peak-class capacity, labor requirements, booking availability, and whether unlimited access improves the member experience.
It depends on the service model. Standardized services may benefit from transparency, while highly customized coaching may require an assessment before quoting the appropriate option. Either way, avoid misleading or surprise fees.
Ask whether the concern is affordability or uncertainty about value. If it's affordability, discuss a legitimate lower-commitment option if one exists. If it's value, clarify what they're unsure about before discussing discounts.
There is no mandatory schedule. Review pricing at least annually against costs, capacity, service level, margins, member usage, and market positioning. A review does not automatically mean an increase.
Sometimes. Grandfathering can reward loyalty and reduce immediate disruption, but permanent legacy pricing can create significant long-term revenue gaps. Model the financial impact before deciding.
Not automatically. A deliberate promotion can serve a specific acquisition or capacity objective. The problem is using discounts as the automatic response to every pricing objection.
Cheap and expensive are incomplete descriptions.
The real question is:
Expensive compared to what?
A $250 membership that produces a clear outcome, removes decision-making, provides coaching, fits the member's schedule, and keeps them progressing can feel more valuable than a $99 membership they barely use.
And a $250 membership with po
or coaching and no accountability is just expensive.
Price cannot rescue weak value.
But strong value also cannot rescue broken economics forever.
You need both.
Build a service people want.
Make the path to the outcome believable.
Reduce unnecessary friction.
Price it so the business can continue delivering that experience.
Then teach your team how to explain it without apologizing.
The goal isn't to become the cheapest option.
It's to become an option where the right customer understands exactly why the price makes sense.
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