Innovations - IHRSA

• Locker Tracking System—This function
is integrated into the member database
function for easy tracking.
• Online Point-of-Sale and Appointment
Scheduler—Both of these programs are
also integrated with the member database
to allow better tracking of sales, as well as
tracking of sessions purchased, scheduled,
used, and remaining.
“We gather input from our clients
with the goal of determining their
common needs and the flexibility they
require,” Kirby adds. “We also look at
best-practice tracking and technologies
outside the industry that might better
enhance our development. We then
work to weed out the ‘need to have’ vs.
‘nice to have’ functionalities and beta
test with a large group of clients.”
In addition, ASF’s focus on the development
of new applications extends to,
and results in, helping clubs build new
profit centers. To accomplish this, the
company seeks ways to drill down into
club functions and consistently automate
the data wherever possible. “The growth
of billing for additional profit centers in
clubs is still a huge opportunity,” avers
Riches. “Clubs must be able to offer multiple
payment options for such areas as
personal training, enhancement fees,
group training, daycare, tanning, and
even towel service, and be able to track
revenue-generation from these profit
centers. We continue to expand our billing
services to account for these profit
centers by offering increasingly targeted
reporting capabilities.”
Alleviating risk
Among the most important services ASF
performs for its clients may be in the
area of risk-reduction. “The greatest
recent challenge has been the new rules
and regulations for Payment Card Industry
Data Security Standard (PCI-DSS)
compliance,” Riches notes. “These new
Robert Riches
regulations are greatly affecting the
ways in which future service memberships
can be processed in our industry.
Many operators don’t realize that, by
swiping a credit card at their club, they
could be considered a Level IV or even a
Level III processor by Visa/MasterCard,
which makes them liable and responsible
for the security of that member’s banking
information. The cost to secure this
information is great, but the fines for not
properly securing bank information can
be devastating to a club business. We’ve
worked to ensure that our processing
services are already PCI-compliant, so
our clients avoid those costs and potential
risks.”
“Customer service is more than just
building the right tools and being polite
and courteous over the phone,” concludes
Kirby. “It’s about developing relationships
and trust. We view ourselves as an extension
of our clients and a partner, as well.
Only by working with our clients in a
mutually beneficial environment can we
both achieve financial success. To that
end, their success is our success.” —|
| IHRSA Report | Member News
ASF International
Pro Forma
Year Founded: 1973
Overall Growth,
2005-2009: 48%
Number of
Employees: 165
Number of Clients: 2,800
The Bottom Line
“Only by working with
our clients in a mutually
beneficial environment can
we both achieve financial
success,” attests National
Sales Director Sean Kirby.
“To that end, their success
is our success.”
www.ihrsa.org | APRIL 2010 | Club Business International 91