Zavicefta
- Brand Strategy
- Customer Experience
David Lloyd Clubs was facing a tough challenge. Under new ownership, they needed to reverse a long-term decline in membership numbers. They were struggling with two main issues: they weren’t getting enough new members, and existing members were leaving.
We did some digging and uncovered a few reasons for this:
The new owners needed to turn things around quickly if they wanted to meet their objectives and make the business profitable again.
We rolled up our sleeves and got to work. Here’s what we did, step by step:
We started with a thorough research programme. This included:
We talked to a wide range of people – from stakeholders to customers to potential members. We wanted to understand their needs and expectations, evaluate the current experience, and explore potential new directions for the brand.
Using all this insight, we developed a new brand vision for David Lloyd Clubs. We:
We translated the vision into seven key strategic drivers. For each one, we:
We made sure the strategy was always translated into practical, on-the-ground guidance.
Our language team created a new, brand-aligned tone of voice for David Lloyd Clubs. We:
We ran a workshop with the leadership team to identify where we could make the biggest impact. Using our insights as a starting point, we:
We developed a new customer experience aligned with the new vision. This involved:
We used a measurement programme called the Brand Alignment Monitor (BAM) to track alignment and progress. This:
“Definition are brilliant at working with the management teams to sift through the detail so all the teams are engaged in the process and then help determine the answer – the few things that are very important… and they are jolly jolly nice people to work with”
Glenn Earlam, CEO of David Lloyd Clubs
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