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Membership-based businesses have long been one of the most attractive models in franchising. From fitness and wellness to coworking, education, and service brands, the promise of recurring revenue has historically been a powerful engine for growth.
But anyone operating a membership business today knows the math has changed. Acquisition still matters, but bringing in new members is only half the equation. What ultimately determines the health of a location’s unit economics is how well operators retain those members over time.
The cost of acquiring a new member is almost always higher than retaining an existing one. For operators, the challenge becomes closing the “back door.” You want people coming through the front door, but long-term profitability depends on keeping them from leaving through the back. That reality is pushing many membership-based brands to rethink how they deliver value and build loyalty.
One of the biggest shifts across membership-driven concepts is how customers actually join. Historically, operators focused on getting prospects through the door, believing the in-person experience was essential to closing the sale.
Today, consumer expectations are evolving. Prospective members increasingly expect to research, schedule, and even purchase memberships online. Whether it’s booking a meeting room, reserving workspace, or signing up for a fitness membership, the goal is to eliminate unnecessary barriers.
Every additional step in the process creates an opportunity for drop-off. The most successful operators are focused on removing unnecessary obstacles, so potential members can move from interest to commitment more seamlessly.
Beyond acquisition, the real differentiator in membership businesses is what I describe as becoming “sticky.” Stickiness refers to the factors that make it harder for members to leave. The most successful brands focus on building value that extends beyond the core product or service.
In the fitness world, that can mean offering technology that tracks workout history, progress, and health metrics, or providing access to products and services that support members’ goals. Those added layers create a more personalized experience that keeps members engaged.
In coworking, stickiness often comes from infrastructure and relationships. Something as simple as a business address can become a powerful retention driver. Once a company establishes its address, changing it can be complicated and disruptive.
But even more powerful are the relationships that develop within shared spaces. When customers are in an environment where they’re interacting regularly, exchanging advice, and building connections, your business becomes more than just a physical environment; it becomes a community.
Community has become a common talking point across membership industries, but when done well, it can be one of the strongest retention drivers available. Not every member will engage deeply with community initiatives, and that’s perfectly fine. There will always be individuals who simply want to use the service and move on with their day. But there is often a meaningful segment of members who are open to connection and engagement.
For those individuals, events, shared experiences, and everyday interactions gradually create a culture that fosters loyalty. When members form relationships inside a space, whether with staff or with each other, leaving becomes more difficult because it means leaving those connections behind. In many ways, what many membership brands are truly selling isn’t just a service or space; it’s an experience.
For franchisees operating multiple locations, local market presence can also play a significant role in unit economics. When locations are within reasonable proximity to each other, brand familiarity tends to grow. Prospective members often already recognize the brand and associate it with a certain level of quality, hospitality, and consistency. That recognition can make the sales process much easier for new locations entering the market.
At the same time, proximity allows operators to have greater influence over how the brand is perceived locally. In franchising, reputation can be a double-edged sword. Operators benefit from a strong brand, but they can also be affected by the performance of other franchisees, especially those in the same market. Expanding strategically within a region can help operators build stronger brand equity while also protecting their reputation within that market.
As technology, automation, and artificial intelligence continue reshaping how consumers discover and interact with brands, membership businesses will inevitably evolve. Marketing channels are already changing, and new tools will continue to influence how operators run their businesses.
But one competitive advantage remains remarkably consistent: people. Members ultimately stay because of how they feel inside a brand’s ecosystem. Hiring teams that prioritize friendliness, hospitality, and service can make a significant difference in member satisfaction, retention, and referrals.
At the end of the day, every member is there by choice. Price and location will always matter, but the operators who focus on experience, relationships, and community often build something far more durable than a transactional membership. That is what ultimately drives stronger unit economics.
Richie Parsons owns five Venture X and one Anytime Fitness locations and serves as the president of the Global Workspace Association.