Client retention strategies of early-career personal trainers: a case study of UGA Ramsey center

Purpose This study aims to gain an in-depth understanding of the client retention strategies employed by early-career personal trainers (PTs) working at a university-based fitness center. Specifically, the study seeks to explore how the interactions PTs establish with facility management and clients influence these retention strategies. Design/methodology/approach A single-case design, was adopted as the primary methodological framework. Data was collected through semi-structured interviews conducted with PTs, managers, and clients (n = 14) and three months of intensive field observations. The rich and multi-source data were analyzed through open, axial, and selective coding procedures. Findings Findings reveal that early-career PTs employ retention strategies such as building strong relationships, providing personalized attention, continuous motivation, and managing emotions. It was also found that high pricing and limited professional experience pose significant challenges to client retention. In contrast, facility management’s support—through regular training opportunities, PT-client matching, and pricing adaptations—positively contributes to the retention strategies adopted by PTs. As a result of the interaction between PTs, customers and management, retention strategies were revealed to be shaped by focusing on communication, pricing and professional development. Originality/value This study provides original insights into client retention strategies by examining the dynamic interactions between early-career PTs, clients, and management within a university-based fitness center ecosystem. Additionally, study contributes theoretical depth to the client retention literature. Moreover, it extends the discourse beyond traditional customer-employee models by emphasizing the triadic nature of retention mechanisms (PT, management, client) in university-based environment.