Many variables exist when a family is considering a club team.
To learn about how families decide which variables are the most important, we recently conducted an anonymous poll of our club users.
Read below for data on how club families are not hesitant to switch clubs.
Question
Have you in the past or would you consider changing clubs in the future?
Respondent’s Answers
“Recently changed clubs to more high profile club to better get exposure.”
“My son has played on club teams since 4th grade and he has played for 3 different clubs.”
“We play for multiple clubs. There is no loyalty. You need to do what’s best for the kid not the team. So sad to youth sports go this way. The overall experience is pretty lame.”
Takeaway Data Point
47.96% percent of respondents (294 of 613) have switched clubs or are unsure if they will switch clubs.
Analysis
This is one of the most important statistics we found in our survey. With the idea of customer churn in mind (and again, here is our paper on this subject), the fact that a number that represents almost half of the respondents have changed clubs or aren’t sure if they will should scare any business owner looking to grow their business.
Two concerns arise from this data point:
1. Families will not hesitate to do what they believe is in their child’s best interests.
2. Losing customers will not only hurt a club’s ability to grow revenue, but will also hurt its reputation, which in turn will affect prospective future clients.
Looking at this more positively, there are tangible ways to invest in an organization to keep a family happy. For example, being able to demonstrate where you are adding value and treating all families with equal care and attention are two ways in which a club can keep its members on the same page.
Using things like feedback surveys and holding meetings are also great ways to add value.
The numbers indicate it is of paramount importance to keep families happy, and to do so requires the ability to show an organization is doing everything in its power for them.
