The International Health, Racquet & Sportsclub Association is the fitness industry's only global trade association representing over 10,000 for profit health and fitness facilities and over 600 supplier companies in 75 countries.



From educational tools and events to promotional programs and public policy initiatives, IHRSA brings you success... by association!

Join | Renew
Pledge Your Support

Search IHRSA Blog

Welcome to the IHRSA Blog

The Online Home of news.

Blog Home |  Subscribe to our RSS Feed

Entries in member experience (32)


How do you collect and use feedback?

Any area of business wants to know what its clients think of the job is doing. The fitness and health club industry is no different.

This week's Best Practices question asks about how to solicit the opions of members and how a club should then use the information.

Industry veterans Patricia Laus, Laury Hammel and Scott Gillespie each weigh in on the subject.

Q: How does your club solicit feedback from members about any/all aspects of their club experience, and how is the feedback used?

A: We have four methods of collecting customer feedback:

1) All members of the staff are trained on taking feedback from members and passing it on to the appropriate manager;

2) We have suggestion boxes throughout the club;

3) We have a "give us feedback" link on our website; and

4) We have hired a customer experience management firm, Medallia, to do e-mail surveys to our membership on a random quarterly basis. This is based on the net promoter score question, but goes deeper to allow specific rankings of key club operations like each department’s staff friendliness, locker room and showers, billing department, facility, and equipment availability. These results are dashboarded and ranked, allowing us to see trends, and prioritize our responses. 

Scott Gillespie
Saco Sport & Fitness


Our managers conduct one-on-one surveys on-site with our members, and we also do online surveys via SurveyMonkey. This year, we will launch the Medallia survey product for our entire membership in both locations, as well as our non-member related businesses which will provide a numerical ranking from 1-10 on how we perform each day within each of our core businesses. We believe having a clear understanding about the needs of the member/customer and also being sure that our member/customer knows we are concerned about their requests are required in developing long-term relationships and successfully growing our business.

Patricia Laus
Chief Executive Officer
The Atlantic Club



A: Each year, we conduct a member survey via e-mail. It asks the same 10 basic questions ever year. They include, ‘On a scale of 1 to 5, with 5 being great, how do you rate your overall experience at the club?’ and ‘Do you find our staff to be friendly and service oriented?’ We also ask if they would recommend our club to their friends, relatives and colleagues. The response rate to the survey is about 25%, which is quite good. We also get a lot of feedback year-round through our “Express Yourself” forms as well as in person to our staff members, who are quite approachable. We take all member feedback very seriously.

Laury Hammel
The Longfellow Club


What do you do when members are shut out of classes?

This week's Best Practices question is a problem every club would like to have - demand for classes are so high there is an overwhelming waitig list.

The experts - Jason Mason, Laura Wilson and Anthony Wall - offer a wide range of answers, among them charging for preferential sign-ups, leaving spots open for special circumstances and looking to expand the class to another spot in the facility.

 Q: "We offer Zumba classes that have become so popular we added more classes and even require a sign-up sheet now since the classes always fill up.  We are trying to add more classes, but until we can, many members have complained that they are still unable to get into the Zumba classes - even after they have tried to sign up a week in advance.  Do you experience this at your club?  Do you have any suggestions for a better system or how to please our members in this situation?"

A: We had the same problem with our Spinning classes, when we added more, it seemed to help a little but during the busiest times of the year, all of the classes still get booked in advance! Here are a few of the things that we've done to try to keep the members/participants happy:

1. Online sign ups open 24 hours in advance of the class time. This has helped prevent the same people from booking weeks in advance & allows a new opportunity each day for individuals to sign in for sessions.  We had an issue with people booking for weeks at a time, only to cancel right before class, leaving us to scramble to find those on the wait-list. 

2. Have a wait list & encourage timely cancellations so you have time to fill those empty spots.

3. Leave 4-5 spaces open for members that are only available 30minutes prior to class and can only be reserved in person.  That way if you have a new member or a prospective member that wants to try class out, you have the ability to put them in and members who are in the club have a chance to get a spot!  

Laura Wilson
Director of Fitness & Programming
Commonwealth Sports Club


A: We have this problem with other classes such as RPM, CXworx, and BodyPump. We have not experienced it with Zumba. One way we have alleviated the problem is by offering other great classes with dynamic instructors at the same time or paid programs. Sometimes it is the instructor of your Zumba or other classes that draws the attention besides the normal prime-time influx. We have not done so yet, but have toyed with the idea of having a VIP sign-up where members can either pay a monthly fee or per class fee giving them a select position in the room. (Great way for additional revenue.) We also open the doors to all of our classes 15 minutes before hand with music playing and the instructor in the room so they can meet and greet each member allowing those who really want a spot to be there. For those who missed we try to direct them in the right direction, introduce them to a personal trainer, free comp sessions into a paid program.  We look at it as an opportunity to talk about the other great things we have at our club and explain how switching up their program can increase their results. In the end we want all of our members to be happy and get results; which means they will be with us longer. We lose very few to not having enough at this point or complaints as we will find something the member enjoys! It comes down to communication among all departments within your facility. Communication is key when you have a facility that is filling up classes and having others from each team look at it as an opportunity!

Jason Mason
Fitness Director
Beverly Athletic Club


A: From a business perspective, this is a good problem to have – the demand is exceeding the supply! Of course this does create additional issues around meeting member expectations and trying to balance the demands for the new classes with other classes that are still popular. Often the root of this issue is a lack of space or physical resources. If this is the case the first option could be to assess any other areas within the club to determine whether they can be used part time to hold the classes. In one of my clubs we used a general training area for classes a few times a week. We kept that space more open for small group training and other PT activities the rest of the time – creating additional value for those two services. Another option is to look at any neighboring outdoor venues or buildings that can be leased to teach the classes. One of the benefits of Zumba is that many of the classes don’t require much or any equipment so they can be lead in non-dedicated/non-traditional spaces. While not the best solution I have seen classes lead in parking areas. Lastly work with your group fitness staff and fitness team to educate your members in the value of balance in their training. Because the classes are new you may see a swell of people attending 3+ classes a week. Many of those members were probably only averaging 1-2 workouts a week before that. A jump like that isn’t sustainable for most participants. Overuse injuries are something that they may not be considering. This could be an excellent opportunity to hold some free seminars on training, overuse injuries and smart training – while at the same time acknowledging the problem with not enough classes. In general members are much more tolerant if they see that the management is actively working to find a solution to the issue. Good luck.

Anthony Wall
Director of Professional Education
American Council on Exercise (ACE)


IHRSA webinar: 'Elevating Your Member Experience'

Let’s face it, if your members aren’t happy with the product you are offering then why would they come back?

Member experience is one of the most important aspects of s club. And at the next IHRSA webinar, “Elevating Your Member Experience: Engagement & Communications in a Changing World,” presented by Cybex, you will learn how to take what members want and impart it in your club.

For more, click here.


Virtual group exercise is a win-win endeavor

Photo courtesy of Wexer VirtualFor those who participate in a group exercise classes most likely these scenarios have presented themselves to you:

  • you go to the gym specifically for a class but it is full
  • there are no classes available at the times you can get to the gym
  • you get in a class but the instructor is caught in traffic, is sick, or just doesn’t show up. 
  • Over the past few years many clubs have started to offer classes in a new way where none of those, and other, issues, can arise. 

    Virtual exercise classes is a new phenomena that allows a club to either offer a class on a schedule so interested parties can participate with other members, or, allow members to click play on the pre-recorded instruction video on their own, making the offering available whenever the club is open. All of this can be offered without a staff member present. 

    Read on for the complete story.


    Designate space and a staff that cares for community feel

    Ali Lucas, John Atwood, Brad Wilkins, Anthony Wall and Hervey Lavoie discuss what it takes in order for members to feel like their gym is a second home.

    Q: "How does a club foster a sense of community that results in their members perceiving the club as their 'home away from home'?"

    A. One of the most important aspects of an exceptional health club experience is having each member feel like the club has been built just for them. As we all know, the reason why most people DON’T join a club is because they are intimidated by the culture that exists in many clubs. That said, the goal of any successful venture should be to create an inclusive environment where the soul of the club is a true reflection of the members it serves. 

    There is a great saying in our industry that rings true, “the person is the program.” Most clubs have equipment such as treadmills, spinning bikes, etc. What differentiates the great clubs from the good clubs is fabulous programming and the terrific staff who execute each offering. People are connected to people and by hiring “great connectors” you are well on your way to developing a “home away from home.” 

    Here are a few specifics that go a long way:

    • Develop an engaging and informative new member integration program
    • Have comfortable communal places members can hangout
    • Offer special events like fun runs, charity nights, biggest loser, and other programs that help people people bond and develop friendships.
    • Encourage workout partners and workout groups
    • Casually introduce new members to the staff and to other members that are engagingThe biggest factor in creating a “home away from home” is having an all-out commitment by the owner, management and staff to be welcoming to every member every day. Easier said than done!

    John Atwood
    Atwood Consulting Group


    A. There may well be operational and programming aspects that can promote in a club setting, the sense of “home away from home” but from a design point of view, the answer is quite simple … Space! 

    Just as a club may allocate space for spinning, stretching or racquetball, the fostering of a community spirit requires space for a member to sit comfortably without feeling the need to lift a weight, talk to a salesman or buy something. A member lounge can be fueled by a TV, or a great view, free Wi-Fi or an abundance of reading material … but without a generous, well positioned allocation of floor space it cannot exist.

    Ideally, this space allocation would occur in multiple locations around the club in order to be most effective. Locker room lounges, steam rooms, saunas, jacuzzis, observation lounges, sun decks and relaxation rooms are some examples of how clubs can create space for “community”.

    Hervey Lavoie
    Architect and President
    Ohlson Lavoie Collaborative

    A. Everyone likes to belong! Keep that in mind. How a club fosters a sense of community will depend on the type of club or facility, but at the end of the day it’s going to come down to making the members feel welcome. They need to enjoy their experience so much they want to come back more. Some clubs have running or hiking groups out of their facility. Other clubs provide a full complement of services for their members – towels, personal lockers, etc. Other clubs have the newest equipment; some have the oldest equipment! The one thing that all the successful clubs have that I’ve ever walked into have, is a group of staff who genuinely cares about their members and enjoy being part of their members’ experience. Being made to feel welcome doesn’t stop at the front desk it should start at the front desk. In a world that seems to always be moving to more automation and more electronic interaction having a club that creates a warm welcoming and personal environment will always win. That personal connection starts at the top though. It’s simply not good enough anymore for the upper management to expect the front line staff to be the best without any role models to show the ‘best’. “Treat your staff the way you want them to treat your members” is as true today as it’s ever been. Remember - everyone likes to belong.

    Anthony Wall
    Director of Professional Education
    American Council on Exercise (ACE)


    A. We recently had a member, Barb, cancel because she was moving out of state for her husband’s job. During a video testimonial she told us she was sad to leave Austin for two reasons – her church and her health club.

    “Lots of gyms have nice equipment and good classes but it’s hard to find a gym with the same kind of heart.” The things she listed to describe this are great aspirations: staff knows all members by name and shows true concern and devotion; team culture of staff displayed thru referrals to fellow staff; high staff and member retention; members seeing the staff as a family.

    Notice she didn’t mention specific community building events that took a lot of time or money to plan. She didn’t mention the fancy new Internet-capable treadmills or single out her favorite employees.

    It was a whole club feeling – the club has “heart” because the people working here have “heart,” too.

    The sixty-four thousand dollar question is how do you make this happen in a concrete way? Hire and fire the right people. Define a purpose and values to run every club decision through. Create systems to reward and compensate based on your values. Change the way you do meetings. Train your staff for a consistent member & guest experience.

    Need a map to get started? My most recent read on this topic is Patrick Lencioni’s “The Advantage.”

    Now get started so your members will say what Barb said to close: “It’s home, so it’s always hard to leave home.”

    Ali Lucas
    Director of Marketing
    BodyBusiness Health Club & Spa



    A. First of all, let me start by stating that company culture is a living breathing thing that exists in all businesses. Basically, it is the business’s personality; which steams from the heart of its core values and core purpose. Therefore, club culture begins at the top with its fundamental core ideology (values and purpose) and then resonates through all aspects of the club to both internal (staff/employees) and external (members/guests) consumers.   

    To develop a “home away from home” sense of community within your club, you first have to determine whether or not your ideology/culture supports this type of community. (It is OK if it doesn’t.) At Cooper, our core ideology strongly embraces this type of community. Our founder, Dr. Kenneth H. Cooper, has instilled the belief that “people don’t care how much you know, until they know how much you care.” Our culture is specifically designed to embrace our customers’ emotions and engage them in a proactive environment that fosters the development of meaningful relationships between members, as well as members and staff. 

    If you feel that your club is a good fit for a “home away from home” sense of community, and you want to develop it or improve it, then I recommend you start by evaluating, implementing, and/or building from the four following items in your club: 

    1.  Staff – Ensure that your staff (at all levels) is trained properly on how to develop relationships and service your members

    2.  Programs – Develop internal programs and social events that integrate community interaction amongst members

    3.  Facility – Create spaces within the club that allow members to relax and socialize

    4.  Communication – Communicate to members regularly and effectively through all communication channels (e.g. staff, social media, e-newsletter, etc...) Also, make sure communication is a “two-way street” to create a sense of membership pride and ownership  

    Brad Wilkins
    Vice President and General Manager
    Cooper Fitness Center and Cooper Spa 



    This post is a part of our weekly Best Practices series. We post a new question and answer every Monday morning. If you have a question you'd like our Industry Leaders to answer, submit your question today.


    How Do You Solicit Feedback for Superior Customer Service?

    Nicki Anderson and Christine Thalwitz discuss the importance of soliciting feedback from your members for superior customer service in this week's Best Practices.

    Q: "Knowing the importance of listening to your members, how do you solicit feedback to provide superior customer service?"

    A: I think one of the biggest mistakes I see clubs make is not understanding the value of building relationships. Every service business talks about the value of building relationships, yet the health and fitness industry continues to fall short. If you have a strong relationship with your members, you’re more likely to hear if something isn’t going well. You’re also more likely to hear when things are going well. I always make an effort to talk to clients that work with other trainers and ask how they’re doing. I think that’s imperative. If you’re building relationships with your members, they are also far more likely to talk to you first, before just leaving your facility, why? Because within that relationship, you’ve also created loyalty, an invaluable asset. 

    For a less personal way to get feedback or if you have a much larger facility, send an online survey with an incentive. However, I believe there is really nothing that beats face-to-face conversation. Managers, trainers, supervisors should all be trained on how to build relationships with the members. This will greatly reduce attrition and build loyalty.

    Nicki Anderson AFP, CPT
    Reality Fitness


    A:  Customer-focused organizations have a well-designed strategy for gathering feedback on a regular basis. Make it easy and comfortable for your members and guests to share suggestions, praise or complaints in a variety of formats, including pen and paper, online, or face-to-face exchanges.

    In order for clubs to have a complete picture of their members’ expectations and perceptions, it is important to reference several different sources of data: 

    1) Customer-initiated communication. Open-ended, customer-driven systems, such as suggestion boxes, Q&A boards and “open door” policies, are valuable because they allow members to share their thoughts spontaneously, especially when there may be an acute need for company response. Furthermore, make it part of your company’s culture for team members to “own” any complaint they hear. Hopefully your team spends a large portion of the day engaged in conversation with your members. They may uncover frustrations or unfulfilled needs as they talk. This is an opportunity to make customer service magic! Give team members the latitude to solve problems without a lot of red tape. Their ability to respond promptly and personally to complaints makes it easier for them to provide superior service.

    2)    Company-prompted contact. Focus groups, surveys and member advisory committees can yield tightly focused information to help companies make better strategic decisions. Here the company has the ability to limit the scope of feedback and to time the interaction in order to measure particular aspects of products or services. When collecting structured data, clubs need to ensure that results are not skewed by inadequate sample size or sampling bias. Unstructured data, though not necessarily reliable for making broad generalizations, can provide meaningful context to help make sense of quantitative data.

    3)    Unarticulated feedback. Feedback is everywhere you look. Your members’ body language can tell you a lot about the experience they are having at your club. A warm greeting or a simple apology for an inconvenience may be all that is needed to smooth things over. You may, however, see bigger issues brewing, such as long shower lines or equipment shortages. Tracking club attendance, program participation and other ways that members “vote with their feet” is important, too.

    4)    Conversation outside the club. Social media has made it easier than ever for customers to share their opinions. Harness this incredible tool to your advantage! You can use social media to create positive momentum for your club, conduct market research and build stronger relationships with your members. In addition to creating your own presence online, monitor other channels your customers frequent. While you may occasionally encounter complaints, consider it an opportunity to demonstrate how responsive your company is to its members.  Responding positively and publicly to resolve a member complaint is a powerful display of your commitment to customer service.

    Regardless of what methods you use to gather data, the most important thing to do is understand the results and act on them!

    Christine Thalwitz
    Director of Communications and Research
    ACAC Fitness & Wellness Centers


    This post is a part of our weekly Best Practices series. We post a new question and answer every Monday morning. If you have a question you'd like our Industry Leaders to answer, submit your question today.


    How to Improve Member Relations with Technology

    Bryan O'Rourke discusses how health clubs can use technology to enhance member relations in this week's Best Practices.

    Q: "How can a club make use of IT in order to deploy member loyalty programs and other ways to increase retention?"

    A: There are many ways to apply technology to enhance member loyalty and to increase retention. You could start with using your club software to track member checkins, offering discounts or other incentives for members that reach certain thresholds of visits. A few new tools that offer a similar but more robust solutions using mobile technologies are emerging as well. Foursquare is a free mobile application that enables businesses to promote their offerings and members to “checkin” using their mobile smart phones. You can create reward scenarios, like the “mayor” of your health club gets a certain discount on smoothies. Check out the video demo here.

    Another interesting mobile technology application that can reward frequency using mobile apps is SCVNGR. This solution enables you to create different games that engage your customer members. Check out the video demonstration here.

    There are many new and emerging solutions like these. Facebook places is yet another example. What is great about these applications, is not only that are they free but they flow into the social media space creating buzz and offer a way to connect in the mobile space with people in your area using mobile technologies. Mobile search is huge. Therefore they can entice prospective members with offers. Since mobile smart phone utilization is expected to double in the U.S. alone in the next 15 months, expect more  health clubs like yours to take advantage of these and other engagement and promotional solutions. Follow my blog at to keep up with advancing technologies and business models in the fitness industry. Thanks Marc for checking with IHRSA to get help with your question.

    Bryan O'Rourke, CSO & Principal


    This post is a part of our weekly Best Practices series. We post a new question and answer every Monday morning. If you have a question you'd like our Industry Leaders to answer, submit your question today.


    How to Ease Your Members' Frustration During Club Renovations

    Jim Worthington and Hervey Lavoie discuss how to explain the need for renovations to your members in this week Best Practices.

    "My club recently renovated our weight room and had to shut down our main fitness floor. We moved most of the weights into an adjacent room so the weights were still usable. However, several members expressed they were unhappy about the situation and were considering canceling their membership. How can we explain the need for renovations while remaining sympathetic to our members? "

    A: After 32 years in business and major renovations beginning as early as 1988, we have a great deal of experience in this area. 

    I recommend that you script your staff to respond to member dissatisfaction.  Here is an example:

    “I understand your frustration with our current and very temporary situation. However, we are confident that the amenities and services of the brand new state of the art fitness center will be worth the short wait. We believe you deserve the best club we can provide.“ 

    If a member insists they want to cancel, you may want to allow them to freeze their membership temporarily, being sure to set up a time when their membership automatically reinstates itself. During that time they cannot use the club, but their membership stays intact with no penalties or initiation fee to restart. Make sure they know you are making an exception for them because you value their membership.  

    If they still want to cancel, there may be other underlying reasons which you will want to identify and address.  We found this to be the case during some of our renovations and if they were adamant about terminating their membership we allowed them to do so, on a case by case basis, finding that our flexibility created good will that paid off in the long run.

    Jim Worthington, Owner/President
    Newtown Athletic & Aquatic Club

    A: As with any business that cannot afford to completely close its doors during a renovation project. Like hotels, hospitals, airports, an athletic club or fitness center must plan just as carefully for the construction staging and phasing as it does for the actual renovation project.  This planning must include advance notice of the proposed improvements, illustrative displays promoting the end results and specific benefits to members as well as the planned approach to continued operations during the disruption of construction. The bid documents for the renovation must include stipulations to the general contractor related to construction duration, access, safety  and daily clean-up procedures.

    As designers, we have seen many instances where a properly planned and promoted renovation actually had the effect of reducing member attrition during the construction period. They want to be around when it’s over and experience, first hand, the improved facilities. Members can gain a sense of ownership related to the shared sacrifice – hopefully minimal – that they endured during the interruption of their normal exercise routines. Your members will naturally appreciate the fact that you are re-investing your profits to make the club better for them if they see that some careful, pro-active rather than reactive, attention is paid to keeping them in the information loop and minimizing the degree to which their enjoyment of  club facilities is compromised.

    Hervey Lavoie, Architect and President
    Ohlson Lavoie Collaborative


    This post is a part of our weekly Best Practices series. We post a new question and answer every Monday morning. If you have a question you'd like our Industry Leaders to answer, submit your question today.


    How To Answer the Enrollment Fee Question

    Bill Windscheif and Phil Wendel discuss how to explain your enrollment fee to prospects:

    Q: “What's a great answer to a prospect asking 'why do you charge enrollment?'”

    A: I would recommend putting a script together for the sales staff so you are all able to relay a consistent and confident message. You could use ideas or phrases from the following example; “Your enrollment includes the start up costs to activate your membership, including processing your paperwork and set up of your EFT payments. It also helps to cover the costs of your membership key tag as well as your initial orientation with a personal trainer. It is similar to the activation fee you typically pay when purchasing a cell phone agreement, or the initiation you would pay to join a gold club. Additionally, it allows us keep the monthly dues at a level that almost everyone can reasonably afford.”

    Depending on your pricing structure, you can also justify an enrollment fee to effectively “buy down the dues” of a membership. For example, let’s say you offer two pricing options that prospect can choose from. Option 1 has an enrollment of $99, and monthly dues of $29.99. Option 2 has a $0 enrollment and monthly dues of $39.99 per month. Over the course of the first year, the gross value of both membership options is about the same, but into the second year and beyond, option 1 is clearly the better value, saving the consumer $120 annually. The prospect is paying the enrollment fee to essentially “buy down the dues” for a discounted rate. I have personally found this pricing model to be a very effective, but that’s a question for another time.

    In my experience, 99 out of 100 prospects would typically not ask such a question as they have been somewhat “conditioned” to expect to pay an “enrollment”, “initiation”, or “startup” fee. Therefore, I would try not over think the issue and allow the staff to become “afraid” of charging an enrollment fee, as this will negatively affect their sales presentation.

    Bill Windscheif, VP - Gym Development
    World Gym International, Inc.

    A: It is hard to explain to the consumer that we're covering our sales costs; it's hard to elicit sympathy for that. Here's another approach that makes more sense.

    If a club operator provides value for the joining fee, a fit pass for example, as we do at ACAC, then the enrollment fee is a much easier sell. Each new member at our clubs receives a fit pass. The fit pass includes a goal setting session with a fitness specialist, two personal training sessions, one small group training session, access to one of our family programs or our outdoor water park, a discounted chlorestol test, 25 minutes with a nutritionist, a 50% discount on squash or racquetball lesson and discounts on tennis lessons or a massage.

    From the club owner's perspective, as you have noted, the higher the initiation fee the more likely one is to stay for a longer period of time.

    Phil Wendel, Owner
    ACAC Fitness & Wellness Center


    Inexpensive Staff Training

    Vaughn Marxhausen discusses inexpensive staff training systems:

    Q: “Is it possible to give a good experience to members without paying a lot for expensive staff training programs? If so, how?”

    A: A variety of things can be done in order to achieve extraordinary member experience through staff training that won’t drain the budget. Training can get expensive, so it’s important to be creative in order to watch the bottom line. Here are some options that are very effective, but not expensive.

    1. Select a book about customer service that is in line with your company culture and give it out to your staff. Develop an in-house training program around it.
      "...if your staff is attentive to the members... and gives them what they want before they ask for it... you have just WOWed your member."
    2. Select a training DVD to purchase, which can be repeatedly used and implemented in a teaching modality or at employee meetings.
    3. Google customer service, you will be surprised at all the things that come up that you can implement with your staff.
    4. Role play with staff about handling various situations that may come up with members (a proactive approach).
    5. Use industry articles about member experience. If you use your creativity, you could actually develop a training program from an article.
    At the end of the day, if your staff is attentive to the members, shows them genuine care, assists them without being asked, hands out water and towels while exercising, gives them what they want before they ask for it and personalizes it, you have just WOWed your member. The trick is getting your employees to do all this without being told. It all begins from your company culture and developing a mission statement that your employees embrace.

    Vaughn Marxhausen, Area General Manager
    Houstonian Lite Health Club