Building Membership and Community Momentum Before Opening Day

In addition to building staff and integrating systems, the most important pre-opening challenges included:

• Building awareness
• Establishing the center’s brand
• Developing a foundational membership base

As a de novo site without an existing membership base or operating history, Power Wellness needed to introduce the facility to the market. It aimed to communicate its value to a diverse community and convert interest into membership. The goal was not simply a successful Grand Opening, but also sustainable membership, revenue and community momentum.

Building the Brand and Membership Base

Leveraging a strong in-house marketing team, Power Wellness developed the Center’s brand and marketing infrastructure. This included the website, social media, printed materials and community communications. Additionally, several multi-channel campaigns introduced the Center’s amenities, programs and membership opportunities to an anticipating community. These campaigns featured direct mail, digital advertising, social media and bilingual materials.

A dedicated pre-sales strategy supported by sales systems, CRM processes and staff training, created a coordinated path from awareness and inquiry through follow-up and enrollment.

The strategy generated nearly 950 memberships during the Grand Opening.  Within the first month, membership grew to approximately 1,500 members. More than 600 community members attended the Grand Opening, which featured guided and self-guided tours, equipment and group exercise demonstrations, giveaways and membership opportunities.

The event served as both a community celebration and the culmination of the pre-opening campaign, converting excitement surrounding the new facility into continued membership and engagement.

Developing Corporate and Community Partnerships

In collaboration with the city’s economic development team, Power Wellness engaged local businesses and community organizations. They offered corporate sponsorship and donation opportunities that support the Center and its mission.

The initiative generated approximately $175,000 in corporate support, during its first year. This funding provided additional financial support while establishing valuable community stakeholder relationships. Importantly, several key sponsors made multi-year commitments ranging from three to seven years, creating a strong foundation for recurring sponsorship revenue and long-term community partnerships.

Preparing for Opening Day

Power Wellness’ responsibilities extended beyond marketing and sales. Their duties also included programming development, equipment procurement, technology implementation, mobile app development, back-office systems, staff onboarding and training and safety and risk preparation.

To strengthen engagement, Crosby introduced a Personal Training interest questionnaire for all new members, allowing staff to better understand goals and recommend the most appropriate programs and services from the start.

New London’s early success extended beyond membership growth and facility utilization. The center also earned statewide recognition for both its community impact and project excellence.

Together, these results demonstrate the value of a public-private partnership, leveraging local relationships with a private retail-centric culture. The City of New London and Power Wellness aligned branding, marketing, sales, partnerships and operations to launch a new building and service. This effort led to strong membership, exceptional member satisfaction, significant community utilization and statewide recognition.