When it comes to gyms, people often assume they’re all in the same business: helping people get fit.

But the reality is, they are two different businesses. It is like comparing being able to google tax laws and having a lawyer when going to court. Which would most likely give you a better outcome?

The biggest difference between big gyms and smaller spaces like microgyms or personal training studios isn’t just their size, it’s their business model, the science and their purpose.

Big gyms focus on marketing and sales. Microgyms focus on science and results. While both are labeled as “fitness,” they operate in completely different industries.

Big Gyms: Selling Access and Scale

Big gyms are built for scalability. Their business model is simple and effective: sell access to as many people as possible. This approach is easy to market, easy to sell, and highly scalable, which is why franchises thrive in this space. There is a massive demand and pain on the market for fitness and this model scratches the hope and dreams of people to think they are solving their problem.

The catch? Big gyms don’t need to invest in creating results for their members, just mimic the attempt of doing it. Memberships are sold based on the idea that clients will get motivated by the “new thing” and then if they figure it out themselves it really does not matter. For some (about 4%), that’s fine, but for most (96%), it leads to frustration and eventual drop-off.

Many franchises that attempt to copy the results-driven model and charge a higher ticket of microgyms struggle because they don’t shift their focus. They may market themselves differently, but at their core, they’re still just selling access without delivering outcomes.

Microgyms: Delivering Results Like Professionals

Most microgyms and personal training studios operate completely differently. Instead of focusing on access, they focus on the results clients achieve. Or at least they should if they want to grow.

What makes microgyms stand out is their application of science to their programs. They’re constantly evolving, using research and data to refine their methods and improve outcomes. It’s like running a lab, systems are tested, adjusted, and optimized to deliver the best possible results for clients.

In this model, the priority is to see people get meaningful progress and multiply this on future clients.

Two Completely Different Business Models

Despite both being labeled as gyms, big gyms and microgyms couldn’t be more different in how they operate:

1. Big Gym (Access-Based)
   • Business model: Built for scale, focused on volume.
   • Core offering: Access to equipment and facilities.
   • Member responsibility: Results depend entirely on the individual’s effort and knowledge.
2. Microgym (Results-Based)
   • Business model: Built to deliver consistent outcomes.
   • Core offering: Personalized coaching, accountability, and measurable progress.
   • Shared responsibility: The gym and client work together to achieve results.

Big gyms thrive on marketing and scale, while microgyms thrive on trust and results.

Microgyms as Laboratories of Progress

One of the greatest strengths of microgyms is their adaptability. They don’t rely on outdated methods or assumptions. Instead, they evolve like a lab, always refining their systems based on science and feedback.

For example:

• If new research points to better ways to build strength or reduce injury risk, microgyms adjust.
• If client feedback highlights challenges, solutions are implemented to address them.

This adaptability ensures that clients not only make progress but stay engaged and committed long-term.

Don’t Be In The Middle

I see one of the hardest places to be for a gym is to be in the middle. It is not clear if you are selling access or if you are delivering outcomes.

Offering “HIIT” or “Boxing fitness” can be great but is it clear for the customer what the difference in outcome is? Is it even clear for you?

Being in the middle is hard because you need to charge more but you have no proof to be better just because you are smaller. Clients will quickly compare you with any other gym as any other commodity in the market. If you want to be able what you are worth you need to know your position.

Positioning and Association

The difference between big gyms and microgyms goes deeper and really it would be best for both to be branded as two different things.

Why this matters is because it helps the clients to differentiate and make better informed decisions. This is where brands help to direct the client to a better option.

In my opinion there is a big need for professional microgyms to educate the audience, because nobody else will do it. It has to be as clear for a client as between choosing McDonald’s over the best Italian Restaurant in town. Right now, the big gym chains benefit from this confusion and microgyms will continue to suffer under being compared to low priced access gyms.

3 Quick Questions

1. Is your gym built to scale or to deliver measurable progress?
2. Does your gym clearly communicate its positioning?
3. What’s more important to you: more members or better outcomes?

If you’re trying to grow a business, it’s easy to get caught up in the idea that you need a big marketing budget or a fancy strategy. But some of the best growth stories don’t come from gimmicks, they come from focusing on the right things. CrossFit is a perfect example of this.

CrossFit grew from a small, niche program to a global phenomenon, not because they spent millions on ads, but because they understood what really mattered. They had a great product, focused on the people using it, and built something people wanted to be part of.

Here’s a blueprint for growth inspired by their success.

1. Start With a Product That Works

Nothing grows if your product doesn’t deliver. CrossFit took off because the workouts worked. They were simple, adaptable, and got results. It didn’t matter if you were a top-level athlete or someone who hadn’t worked out in years, there was a way to start, and there was a path to improve.

The first question to ask yourself is: Does my product or service actually solve a problem for people? If it doesn’t, growth isn’t going to happen.

2. Let Your Customers Tell the Story

CrossFit didn’t promote itself. It promoted the people doing it. Instead of focusing on the brand, they told the stories of the people who showed up every day, worked hard, and transformed their lives.

They didn’t just highlight the elite athletes. They told stories about the single mom who found time to get stronger, the retiree who wanted to stay active, and the person who went from struggling with basic movements to hitting their first pull-up.

When you focus on your customers’ success, others see themselves in those stories. They think, “If they can do it, maybe I can too.”

3. Build Something Bigger Than a Transaction

Many think growth happens if you mystically triple your sales, but real growth only comes when your customers keep coming back. They stick around because they feel connected to your product, your service, or your brand.

CrossFit didn’t grow because people wanted to work out. It grew because people felt they belonged to something bigger. Each gym became a place where members supported one another, pushed each other, and celebrated milestones together.

If you want to grow, you need to give your customers something they can connect with. It could be a community, a shared mission, or even just the sense that they’re part of a journey with you.

4. Keep It Real

CrossFit’s early content wasn’t polished or flashy. It was raw, real, and relatable. That’s what made it work. People didn’t see a corporate marketing campaign they saw other people, just like them, achieving things they didn’t think were possible.

Don’t try to be perfect. Share the real stories behind your business. Show the process, the challenges, and the wins. Authenticity isn’t a buzzword, it’s what builds trust.

5. Show the Progress, Not Just the Result

One of the smartest things CrossFit did was highlight progress. Showing someone at their peak performance is great, but it is more effective to show how they got there.

For example, they’d show someone struggling with their first day opening a gym and then succeeding months later. That journey made the results feel achievable and inspired others to start.

If you’re trying to grow your business, focus on showing the steps people take to get results with your product or service. Progress is what motivates people to believe it’s possible for them, too.

6. Make Your Customers Your Advocates

CrossFit didn’t grow because of traditional advertising. It grew because the people doing it loved it so much that they couldn’t stop talking about it. They told their friends, shared their progress, and brought others along for the ride.

If you focus on creating results and delivering value, your customers will naturally become your advocates. Word of mouth isn’t just free, it’s the most powerful form of growth you can have.

7. Growth Comes From Impact

CrossFit didn’t set out to become a global brand. It set out to make fitness measurable, repeatable and testable. Growth happened because it made a simple formula to define what fitness was. And what you measure can also be improved which then lead to results of the clients.

If you’re trying to grow, start by asking yourself this: How can I create the biggest impact for the people I’m serving? Focus on that, and growth will follow.

3 Quick Questions

What steps can you take today to build a stronger connection with your audience?

Is your product or service solving a real problem for your customers?

How can you use your customers’ stories to inspire others?

After more than 2,000 consultations, I’ve come to understand that sales is about building trust, solving problems, and ultimately, helping people. Sales is not “closing” prospects.

For a salesperson honing his craft or a business owner trying to grow, sales is a skill that can transform your career, your business, and even your relationships.

Here’s what I’ve learned that I believe will help you, no matter where you are in your sales journey.

1. People Don’t Always Know What They Need

One of the most important lessons I’ve learned is that clients don’t always know what they need, or even what they want. This is where a great salesperson becomes more than just a salesperson; they become a coach.

Henry Ford famously said, “If I had asked people what they wanted, they would have said faster horses.” People couldn’t imagine something like the car because they were focused on improving what they already knew. Similarly, Steve Jobs didn’t ask people if they wanted a computer with a screen or a mouse, he showed them what was possible.

In sales, your job is to help people see beyond their immediate perspective. Many of my clients come in thinking they need to “lose a bit of weight” or “get a little fitter,” but they don’t realize what they truly need is to transform their habits, eliminate chronic pain, and build strength that will serve them for life. They come with a problem they can identify, but it’s up to me to guide them to the solution they didn’t even know was possible.

By listening deeply and understanding what truly drives them, you can help clients get better results faster. And when they achieve outcomes they didn’t even know were possible, they’ll not only feel grateful, they’ll become your biggest advocates.

2. Sales is a Skill…You Need to Practice It!

Like playing the piano or lifting weights, sales requires consistent practice. You don’t start with the hardest tasks or the biggest deals on day one. Just like a beginner pianist starts with simple pieces or a lifter begins with lighter weights, you build your sales ability over time.

Sales has many components that require mastery:

• Understanding clients and their motivations.
• Understanding your product and how it delivers value.
• Anticipating how your product impacts more than just the immediate client. I can be downstream effects on other customers, your staff, or your business operations.

If you have a team, it’s critical to create opportunities for them to practice sales as well. Sales isn’t just for “salespeople.” It’s a transferable skill that applies across every department and industry. A great HR person, for instance, uses sales skills to connect with candidates and communicate company values. Similarly, in finance or procurement, strong sales skills can lead to better long-term outcomes for contracts, budgets, and partnerships.

The more you practice, the more leverage you create. With experience, you’ll be able to build trust faster, communicate more effectively, and deliver results with less effort. And over time, you’ll find yourself becoming a leader, someone others look up to because you’ve mastered the art of understanding and helping people.

3. Active Listening is Your Best Sales Tool

The best salespeople don’t talk the most, they listen the best. When you ask the right questions and really hear what your client is saying, you build trust and uncover the insights you need to help them.

Every consultation should be about them, not you. What are their goals? What’s holding them back? What’s their vision of success? When you listen, you show them that their needs come first, which is the foundation of any successful sale.

4. Clarity Beats Pressure Every Time

If a client doesn’t move forward, it’s often because they don’t fully understand the value or the process. A confused mind always says no.

I’ve found that breaking things down into simple, actionable steps is key. For example, in consultations, I make it crystal clear what the first 12 weeks will look like, what results they can expect, and how we’ll help them achieve those results. This removes uncertainty and gives them confidence.

5. Objections Are Opportunities

Objections aren’t the end of the conversation, they’re just the beginning of a deeper one. When someone raises an objection, they’re giving you a chance to address their concerns and provide more clarity.

For example, when a client says, “I don’t have the time,” I explore what’s really behind that. Often, it’s about priorities or feeling overwhelmed. By showing how my program fits into their life, I can help them see a solution instead of a roadblock.

6. Sales is About Long-Term Wins

Sales is about building lasting relationships and trust. Every consultation, every follow-up, and every small interaction adds up over time.

This long-term perspective applies to every industry and role. Whether you’re negotiating contracts in procurement or managing budgets in finance, the principles are the same. Great sales skills lead to solutions that benefit everyone involved, creating long-term wins for both you and your clients.

Over time, this approach compounds. As you gain trust, proof, and confidence, you’ll also gain leverage. You’ll get more deals, move them faster, inspire others, and create a ripple effect of success throughout your team or business.

My Challenge to You – THE TRICKS!

If you’re looking to improve, ask yourself:

• Are you listening more than you’re talking? – Record yourself if you are uncertain!
• Are you helping clients see what they truly need, not just what they think they want?
• Are you building long-term wins, not just short-term results? Look at your 5 last clients!

The beauty of sales is that it’s a skill anyone can learn. And when you master it, you unlock opportunities that extend far beyond the sales floor.