GETTING FIT FROM THE LIVING ROOM - DIVA
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Getting fit from
the living room
A qualitative study on how the digitalization of
fitness services have impacted the customer experience
Author: Jenny Månsson
Tutor: Frederic Bill
Examiner: Anders Pehrsson
Semester: VT2021
Topic: Business Administration
Level: Advanced
Course code: 4FE25E
Date: 2021-06-07
ABSTRACT Purpose The purpose of this study is to get insights in how the digitalization of fitness services has affected the customer experience, this with a focus on fitness services such as dance classes and PT-sessions online. Theoretical background The theory has its foundation in both the customer journey where different touchpoints are perceived and the factors affecting the customer experience. Many studies have been done in the subject of customer experience and five factors are categorized. First, the cognitive factors then the affective factors, sensory factors, social factors and last the conative factors. Methodology The study employs a qualitative research type with a cross-sectional research design. Primary data are collected through semi-structured interviews with four customers and one gym. Empirical findings and analysis Multiple differences and similarities between the digital and physical experience are presented. For example, physical gyms have more equipment than all of the respondents have in their home. At the same time, it can be a disadvantage that the internet connection and digital tools are required at the digital classes. However, the flexibility is higher when the classes are online, both because of the accessibility and the higher ability to choose time and place for the workout. Conclusion The digitalization of fitness services has affected the customer experience, both positive and negative. To what extent the change is positive or negative are based on personal preferences. For instance, some customers enjoy the lack of social interaction while some miss is, some may like the smell of the gym while some prefer the smell of their own home. Therefore, the ability to choose in the future is recommended and the gyms do need to work on the optimalization of the experience both for their digital and physical customers. KEYWORDS Customer experience, Customer journey, Touchpoints. Digitalization, Fitness industry, Fitness services.
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ACKNOWLEDGEMENTS
First of all, I want to thank the respondents of this study for participating and contributing with
both your time and insights. Without you I would not have been able to get the desired
information. Also thank you for being informative in your answers, this gave me deep
understanding from your perspective.
I would also like to bring a thank you to the examinator and tutor for giving me feedback and
looking at the study with a critical view so I was able to make develop it. Last, I want to thank
my classmates for inspiration and feedback that I could use for my own study.
Jenny Månsson
__________________
Jenny Månsson
Karlskrona, 7/6–21
ivTABLE OF CONTENTS
1. INTRODUCTION 1
1.1 Background 1
1.1.1 Digitalization in the fitness industry 1
1.1.2 Customer experience 2
1.2 Problem discussion 3
1.3 Research question 4
1.4 Purpose 4
1.5 Delimitations 5
1.6 Report structure 6
2. THEORETICAL BACKGROUND 7
2.1 Digitalization 7
2.1.1 Digitalization of fitness services 8
2.2 Customer journey 8
2.2.1 Touch points in the customer journey 9
2.3 Customer experience 10
2.3.1 Cognitive factors 12
2.3.2 Affective and emotional factors 12
2.3.3 Sensory factors 13
2.2.4 Social and relational factors 13
2.3.5 Conative factors 14
3. CONCEPTUAL MODEL 15
4. METHODOLOGY 16
4.1 Scientific approach 16
4.2 Research type 16
4.3 Research approach 16
4.4 Research design 17
4.5 Data collection 17
4.5.1 Primary and secondary data 17
4.5.2 Data sampling 18
4.5.3 Selection 19
4.6 Operationalization 19
4.6 Data analysis 22
4.7 Quality of research 22
4.7.1 Validity 22
4.7.2 Reliability 23
4.8 Ethics 23
5. EMPIRICAL FINDINGS 24
5.1 Digital services 24
5.2 Environment 26
5.3 Motivation 27
v6. ANALYSIS & DISCUSSION 29
6.1 Digital fitness services 29
6.2 Customer journey 29
6.2.1 Touch points 30
6.3 Customer experience 31
6.3.1 Cognitive factors 31
6.3.2 Affective and emotional factors 31
6.3.3 Sensory factors 32
6.3.4 Social and relational factors 33
6.3.5 Conative factors 33
7. CONCLUSION & CONTRIBUTION 35
7.1 The digitalization of fitness services’ impact on the customer experience 35
7.1.1 Positive effects 36
7.1.1 Negative effects 36
8. LIMITATIONS, MANAGERIAL IMPLICATIONS AND FURTHER RESEARCH 37
8.1 Limitations 37
8.2 Managerial implications 37
8.3 Future research 38
Appendix 1 39
Appendix 2 43
Appendix 3 47
Appendix 4 50
Appendix 5 54
REFERENCE LIST 58
viTABLE OF FIGURES
FIGURE 1 REPORT STRUCTURE 6
FIGURE 2 CONCEPTUAL FRAMEWORK 8
FIGURE 3 THE CUSTOMER ’S EXPERIENCE 9
FIGURE 4 THE MAIN COMPONENTS OF EXPERIENCE 11
FIGURE 5 CONCEPTUAL MODEL 15
vii1. INTRODUCTION
1.1 Background
1.1.1 Digitalization in the fitness industry
Digitalization is a phenomenon that is said to have reshaped the world. Both marketing and
consumption patterns are constantly changing, but sometimes more radical shifts appear.
Digitalization is one of the mechanisms that contributes to a more radical shift in marketing
(Hultén, 2014). This concept has become increasingly important in recent decades.
Digitalization, also called digital transformation, is usually defined as the application of digital
technology, which affects all aspects of human society. Statistics have shown an increase of
260% of internet usage from 2005 to 2019 (Statista, 2020a). With digitalization, many changes
have taken place, both in the actions of companies as well as the actions of customers. The
transformation has, among other things, resulted in changes in how companies create and
deliver value to the market, local as well as foreign. Besides this, the digitalization has also
changed the customers’ purchase process (Yeganeh, Spais, Beheshti, & Rana, 2019), such as
their behaviors and expectations (Bolton, McColl-Kennedy, Cheung, Gallan, Orsingher, Witell
& Zaki, 2018; Yeganeh et al., 2019). The corona pandemic is another thing that has changed
both customer’s lives as well as companies’ way of doing business (Post- och telestyrelsen,
2021). One of many industries that has been damaged by the pandemic is the fitness industry
(Nordlund, 2020).
The fitness industry includes gyms and health clubs (Miragaia & Constantino, 2019) and is a
global industry with 201 thousand clubs 174 million members worldwide (Statista, 2021a). The
year 2020 there were 1702 fitness clubs in Sweden (Statista 2020b) with a total of 2,2 million
members (Statista, 2020c). Before the pandemic the fitness industry has had a constant increase
in both number of clubs and members (Miragaia & Constantino, 2019). The number of clubs
increased with 60% between the years 2009 and 2019 (Statista, 2020d). In Europe, an increase
of 42% in the number of gym-members was stated the same years (Statista, 2020e). In January
2021, a new law, ‘the pandemic law’ came into force, the law includes restrictions that each
client on the gym facility must have 10 square meter each (Folkhälsomyndigheten, 2021). Since
then, the gym membership has instead decreased. As an example of the effects, one of the
1largest gyms in Sweden ‘Friskis & Svettis’, has had a decrease of 59% in members compared
to the year before the pandemic (Kvix, 2021). The gym ‘Actics’, shows similar patterns, with a
decrease of 11% (Svt, 2021). In turn, an increase in demand for digital solutions has appeared
(Blomqvist, 2021; Svt, 2021). More and more gyms are expanding their offerings with digital
alternatives (Svt, 2021). For example, the gyms Friskis & Svettis (2021), Sats (2021) have
expanded their digital services and the customers are getting more dependent on the digital
services. However, the pandemic cannot be determined as the only factor for the increasing
demand for digital fitness services. A survey made by Batrakoulis (2019) on ongoing fitness
trends in Europe pointed at 20 existing trends with personal training, HIIT, body weight
training, functional fitness training and small group personal training as the top five trends. The
study also showed that 80% of the respondents admitted online and digital training as an
upgoing trend. With the ongoing digitalization and the pandemic that has accelerated the
evolution, it can be assumed that the customer experience in the fitness industry is getting more
digital and will continue to be so even after the pandemic.
1.1.2 Customer experience
Customer experience has been defined by many and in various ways. Meyer and Schwager,
(2007) state that ”Customer experience is the internal and subjective response customers have
to any direct or indirect contact with a company” (p. 2). Customer experience can also be
understood as a broad concept that takes place in all exchanges of services, regardless of nature
and form (Lemon & Verhoef, 2016). In terms of sensory marketing, Hultén (2014) describes
that customer experience is created through marketing. The marketing provides feelings and
activates the senses, in this way the marketing itself contributes to the experience. Tynan and
McKechnie (2010) defines customer experience as the whole process, before and during the
purchase but also as the memory it leaves in the customer's mind. This is often called the
customer journey, where different touchpoints contribute to the whole customer experience
(Witell, Kowalkowski, Perks, Raddats, Schwabe, Benedettini & Burton, 2020; Lemon &
Verhoef, 2016). Touchpoints can be both in control of the company, the customer itself or other
parties (Lemon & Verhoef, 2016). Thus, the customer value is created through the customer
journey and is a result of the customer experience. Both the company and customer are involved
in the whole process, where the company has the tools and the customer’s use it to create value
(Hultén, 2014). The customer experience is thus about a chain of interactions between the
customer and the company. What the customer experiences is seen as holistic and thus consists
of several different interactions (Bolton et al., 2018). The servicescape, the place where
2customer’s meet with the company, passes more and more to digital and virtual. One major
difference between the servicescape online and physical is the two-way communication
(Ballantyne & Nilsson, 2017). This also makes customers more individual with personalized
demands. They know their preferences and know where to fulfill those needs. At the same time,
people are more connected, it is easier to build networks and get in and stay in contact with
other people (Hultén, 2014). The digital customers are often co-creators and more in control of
the purchasing process (Ballantyne & Nilsson, 2017). Further, Chaffey and Ellis-Chadwick
(2019) explains that online customer experience is based on previous experiences. When
connecting digitally with customers it is important to work with customer experience
management (Chaffey & Ellis-Chadwick, 2019).
1.2 Problem discussion
Palmer (2010) state that it is crucial to gain a better understanding of the customer experience
to get a better understanding of the customer itself which is also strengthened by McColl-
Kennedy, Gustafsson, Jaakkola, Klaus, Radnor, Perks and Friman (2015). McColl-Kennedy et
al. (2015) further describe that it is important to understand the dynamic holistic nature of it.
To optimize the customer experience, the whole journey needs to be optimized and the different
touchpoints in the customer journey is one way that the company can be in control over the
experience. Anyhow the company cannot be in total control over the touchpoints since not only
one party affect the customer experience, but also the customer itself and other parties. Still all
of the touchpoints should be well thought through and it is important for companies to
understand where the touchpoints are and who is affecting them (Witell et al., 2020).
Further, having a focus on the customer experience can in addition effectively create value for
the customer (Palmer, 2010). Wilson, Zeithaml, Bitner and Gremler (2016) further describe the
customer experience as the foundation for both marketers’ and managers’ work. To study the
customer experience can therefore provide benefits to companies, marketers, and managers in
the form of new and relevant insights and tools.
People, companies, and communities will also benefit from the digital environment that has
now been created and they will probably increase convenience, access as well as come up with
new solutions. The digitalization has been an ongoing evolution for the last decades and has
3made people both more connected and visible. But it has also made companies more dependent
on keeping up with technological and digital development (Leonardi & Treem, 2020). More
and more work roles are getting replaced by digital services (Degryse, 2016). Elvin and
Vsevolod (2020) made a study on the effects of digitalization on economic indicators. Their
conclusion was that digitalization has changed the economy radically with both new
opportunities and challenges (Elvin & Vsevolod, 2020). A company's ability to manage and
utilize digital technology are becoming increasingly crucial to its competitiveness (Bolton et
al., 2018). Therefore, it is important for companies to also improve their work with online
customer experiences. A reason for specific companies in the fitness industry to increase their
proficiencies when it comes to online customer experience is that there has been an increase in
digital devices and apps related to fitness. Customers use digital platforms to register their
training and also to find motivation and instructions (Roth Smith & Treem, 2016). There are
also a high number of fitness equipment that are digital and online (Yuan, 2015).
At the same time as the number of visitors to the gym has decreased by 35-40% from November
2019 to the same month the year after (Nordlund, 2020), the alternative services online, with
digital training has instead increased, actually with hundreds of percent. A study made by
Michael Dahlén showed that people do have a greater need for exercising (Svt, 2020). Post-
och telestyrelsen (2021) believes that we have a lot to learn about this rapid and comprehensive
digital transformation that we have just undergone and are undergoing.
Many studies have been conducted on customer experience but not in the connection to the
fitness industry and the digitalization of it. Thus, there is a need to study digitalization of
services in the fitness industry.
1.3 Research question
How is the customer experience affected by the digitalization of services in the fitness industry?
1.4 Purpose
The purpose of this study is to get a greater understanding of the customer experience in the
context of digital fitness services.
41.5 Delimitations
This study has focused only on the Swedish market, to narrow the study down and to be able to
find respondents representing the same market. Further, when it comes to the type of fitness
services used in this study, instruction videos or classes are in focus. Some respondent had also
used a fitness tracker app, but that was not the focus of this study.
51.6 Report structure
Figure 1 Report structure
This study starts with a theoretical background where previous research, explanation of
concepts used and theories around the subject customer experience and digitalization are
presented. After that comes a conceptual model to clarify what this study aims to focus on and
6this was also the foundation for the analysis. This will be followed by a methodology chapter
where the reader gets insight in the choices made for this study and motivation for choosing
certain methods. Next the empirical findings are presented in the form of categories as an
outcome from the semi structured interviews that has been conducted on five respondents - four
customer and one gym. After this, an analysis together with discussion can be found. Here the
author connects the empirical findings with previous research and theories. Out of this came
different conclusions which can be found in the chapter after, to finish with a chapter about
ideas for future research in the subject and recommendations to gyms who goes digital and
wants to develop their customers’ experiences. Here limitation that occurred in this study will
also be presented. Last, five appendixes are attached, with full questions and answers from the
interviews. In the end of this study all the used references can also be found, in alphabetical
order.
2. THEORETICAL BACKGROUND
2.1 Digitalization
Digitalization can be defined as the change from physical to digital (Yoo, Lyytinen, Boland and
Berente, 2010). It can also be described as the technological impact and changing shifts in
society and people's lives (Leonardi & Treem, 2020). According to Vogelsang (2010) the
concept of digitalization was introduced by Gottfried Wilhelm Leibniz and has been developed
by many inventions such as computer, telephone and the internet. The digitalization has
changed every part of the economy and the way people live their life. Verina and Titko (2019)
has also made a study on digital transformation and came to the conclusion that among other
things the customer experience is one of the factors that are affected by it. The result of that
study is presented in figure 2.
7Figure 2 Conceptual framework
Illustrated by Verina & Titko (2019 p.724)
2.1.1 Digitalization of fitness services
The process of implementing digital technology instead or at the side of physical services is
called digital transformation and is something that right now is very actual in the fitness industry
(Kossowski, Lenz, Heumüller & Richer, 2020). Roth Smith & Treem (2016) made a study on
fitness apps' affection on customers’ communication and social interaction and confirmed that
the digitalization has impacted people's way of communicating. The users of fitness apps can
upload their achievements and comment on others, which for some people is motivating and
for some have no use (Roth Smith & Treem, 2016). To succeed with a digital transformation
the company needs to focus on the customers and the business model. The result of the digital
transformation depends on how fast and competent the company can handle digital changes and
how well this fit with the expectations set by the market and society (Kossowski et al. 2020).
2.2 Customer journey
To create a mutual value between customer and company, it is important to look at the customer
experience with a holistic view from the customer's perspective. The customer experience can
be seen as a process consisting of three different steps. During all of these steps, the customer
8thus assesses the experience. (Lemon & Verhoef, 2016; Tynan & McKechnie, 2009). Tynan &
McKechnie (2009) also present a model of the customer experience process. In Figure 3 below
all of the activities that the customer goes through during the different steps of the customer
experience process is shown (Tynan & McKechnie, 2009).
Figure 3 The customer’s experience – activities, value sources and outcomes
Illustrated by Tynan and McKechnie (2009 p. 509)
During the first step, the pre-experience stage, the customer prepares for his consumption. It is
thus about activities such as imagining the experience, searching for information, and planning
and budgeting. At the second stage of the process, the customer experience, thus the experience
itself, the customer can experience a number of different values and meanings. At the last step
in the process, thus after the experience, there is a result on the experience from the customer's
perspective. If the experience is successful, it will have generated some entertainment and
enjoyment. It may also have resulted in the customer learning something new or developing
their skills. The customer can also associate the experience with nostalgia. In addition to this,
the customer can also afterward fantasize about what the experience could have resulted in, for
example, how it could have resulted in more knowledge. This result thus allows the customer
to go beyond what is actually included in the experience itself. Finally, the customer can also
after the experience evangelize, for example by persuading others to test the experience (Tynan
& McKechnie, 2009).
2.2.1 Touch points in the customer journey
Within the customer journey, different touch points can be identified of the customer
experience. Throughout the experience, the customer can thus be seen as interacting with these
9different touch points. The touch points can be categorized into four different types of points,
namely brand-owned touch points, partner-owned touch points, social/external owned touch
points and customer-owned touch points and (Lemon & Verhoef, 2016).
Brand-owned touch points are about the actual customer interaction during the experience that
is controlled by the company. These points include all branded media managed by the company,
such as websites, loyalty programs and advertising as well as all parts of the branded marketing
mix, such as service, sales force and price. This type of points has been shown to influence the
customer's attitudes and preferences. Partner-owned touch points are instead about customer
interactions that during the experience are controlled, designed and handled by the company
through collaboration with other partners. These other partners can be, for example, marketing
agencies, distribution channels, or communication channel partners. Customer-owned touch
points can instead be explained as customer measures that are part of the customer experience.
This means the total customer experience that takes place with the company, the partners
involved and other parties who can be involved in controlling and influencing. Social/external
touch points are about other customers, in addition to the customer, the company and the
partner's role in the customer experience. These points of contact can be, for example, other
customers, environments or independent sources of information. These social/external points
are thus touched by the customer throughout the experience. For example, other customers have
been shown to influence the customer's experience during the actual purchase of the product or
service as well as after the actual purchase (Lemon & Verhoef, 2016).
2.3 Customer experience
The customer experience is a well-studied subject and a review of different authors' definitions
of it are to follow.
The customer experience is individual and is affected by plenty of different factor’s dimensions
are suggested as the affecting elements (Tynan & McKechnie, 2009). Godovykh and Tasci
(2020) describe that the customer experience consists of four common components, namely
affect, sensory, conation and cognition, which is shown in Figure 4 below.
10Figure 4 The main components of experience
Illustrated by Godovykh and Tasci (2020, p.5)
Bleier, Harmeling and Palmatier (2018) describe four different dimensions of the customer
experience, namely informativeness (cognitive), Entertainment (affective), Social Presence
(social) and Sensory Appeal (sensory).
Schmitt (1999) set a new perspective on marketing, focusing on the experience instead of only
the product or service. Since consumers are both rational and emotional, their decisions and
behavior are often based on different feelings and instincts. With this, Schmitt (1999),
implemented a new concept of the customer experience, with the five different segments sense,
feel, think, act and relate. Wilson et al. (2016) emphasizes the importance of creating a memory
for the customer. Wilson et al. (2016) presents five different segments of the customer behavior,
which affects how the experience is received.
According to Palmer (2010) customer experience has become a way of differentiating on the
market. Palmer (2010) has made a literature review and summarizes that the customer
experience is being affected by emotional and relational factors as well as attitude factors. Three
factors are presented to be the main factors of the customer experience; stimulus that triggers
different senses of the customers, in what context the stimuli are perceived and the situation
where it is sent, such as other customers and personal emotional contexts (Palmer, 2010).
Peoples’ attitude is also something affecting the whole experience of a service that presents
three components that the attitude consists of. Cognitive, affective and conative (Fill, 2011).
11Another important factor is how the customer expected the visit at the company to be and how
well it corresponds to reality. Here, continued contact is the key. Then the company can get
insights in what the customer wants and the customer in turn be informed of what to expect
(Wilson et al., 2016). Tynan and McKechnie (2009) explains that the customer can experience
a utopian value, thus the relationship to place and space. Following each factor affecting the
customer experience will be summarized and presented.
2.3.1 Cognitive factors
The cognitive component signifies the learning and intellect part of customer experience, where
the customer gets knowledge about the brand, product or service. In a marketing perspective
this is often reached through advertising or other communications (Fill, 2011). Bleier et al.
(2018) explains the cognitive dimension as the informativeness experiences, which are about
result-oriented information. This experience can, for example, help the customer make a
purchase decision. It is all about the functional value of the experience itself (Bleier et al., 2018;
Tynan & McKechnie, 2009). Godovykh and Tasci (2020) explains that the cognitive component
deals with terms such as thoughts, information, memory and knowledge (Godovykh & Tasci,
2020). In Schmitt's (1999) theory of customer experience the cognitive component is called
think. This kind of marketing activates the cognitive behavior in people with a focus on the
mind and analytic ability.
2.3.2 Affective and emotional factors
The affective component implies emotional terms, such as the mood and feelings (Godovykh
& Tasci, 2020). The emotional meaning extends to all the emotions that are experienced during
the experience, thus not only if the customer likes or disapproves with it (Tynan & McKechnie,
2009). The entertaining experience is often about the experience itself, in other words, the
immediate pleasure of the experience. This immediate experience can also create affective
effects, such as emotional responses (Bleier et al., 2018). Schmitt’s (1999) part of the concept,
‘feel’ alludes to the emotional and affective part of experience. These are triggered by different
stimuli, to obtain the desired feeling, marketers here need great insights and understanding in
what kind of stimulus that triggers certain feelings (Schmitt, 1999). Mood is also a part of the
affective experience. The current mood of the customer will affect how they perceive the
service. If a customer is in a bad mood before or during the experience, it will not be optimally
12perceived. This goes both ways, where the perception exaggerated, either positive or negative.
Also, how people remember the experience is affected by how their mood was during it and
how they felt about it. Emotions are often strongly remembered (Wilson et al., 2016).
2.3.3 Sensory factors
Another factor in Schmitt’s (1999) theory is ‘sense’ where the customers’ senses are triggered
by different stimuli that marketers can imply, which shapes the experience for the customer
(Schmitt, 1999). Customers get value from sensory meanings. It can be about sensory factors
such as through sight, sound, taste and touch that are associated with the experience (Schmitt,
1999; Tynan & McKechnie, 2009; Bleier et al., 2018; Godovykh & Tasci, 2020) The sensory
component is also about feeling, sensation and (Godovykh & Tasci, 2020). It is thus about
stimulating the human senses and these senses can be evoked physically as well as online
(Bleier et al., 2018). Furthermore, the servicescape is a crucial factor for the customer
experience. Included here is for example the temperature of the room or the smell and other
stimuli that triggers different senses and feelings (Wilson et al., 2016).
2.2.4 Social and relational factors
A value can also be achieved through relational aspects of the experience. This type of aspect
can, for example, be of a social nature and include other individuals or groups (Tynan &
McKechnie, 2009). Wilson et al. (2016) explains that the customers and other parties could be
a part of the experience, where their performance affects the outcome. This can be other
customers, people that appear near the experience or third part actors that could be stakeholders
to the company providing the service. Wilson et al. (2016) especially points at the effect of
other customers in events or other physical experiences where other people appear. Here
homogeneous customers are presented as a tool for marketers to have more control over the
experience (Wilson et al., 2016). The social dimension of the experience is about some form of
presence or meeting with other people. It is thus about a feeling of a social presence, sociability,
and feel contact with other people. This in turn has been shown to contribute to increased
pleasure for the experience (Bleier, et al., 2018). The marketers here allude to peoples’ desire
to find and express themselves (Schmitt, 1999).
13Wilson et al. (2016) makes the connection between the theatre and the company, where the
customer is the audience and the company is responsible for how the show is received. If the
customer has direct contact with the personal or/and the competence of the personal, such as a
fitness coach, is important, the contact is even more critical. The employee must be competent
and professional to make the customers’ experience optimal.
2.3.5 Conative factors
The conation component is instead about terms such as behavior, involvement or action
(Godovykh & Tasci, 2020; Fill, 2011) and are seen as the last part of the process (Fill, 2011).
In Schmitt’s (1999) theory the component is called ‘act’ and is explained to be where the
decision is made and the action is taken. Here the change is in focus and the marketers should
allude to peoples’ ability to make a change, by buying a product or service. Further, another
factor from Wilson et al.'s (2016) theory that fits some types of services, including fitness
services, is when the customer is the co-producer of the experience. If the customer does not
perform well at the gym the results will not be as desired and the experience will not be as
positive as if the customer would perform better. Here, the customer needs to be motivated and
informed to be able to make the best out of the experience. The company and their employees
also play an important role.
143. CONCEPTUAL MODEL
Following is a conceptual model to conclude the theoretical framework for this study. This to
show what the study will focus on. To answer the research question, these are the points that
needs to be studied. Therefore, this model is the foundation for the questions in the interviews.
With the different components of the model, the question how digitalization in fitness services
has impacted customer experience. The model show that the digitalization has impacted
different factors as well as the touch points in the customer journey, this in turn has an impact
on the customer experience. The model can also be used to clarify and summarize the theories
used.
Figure 5 Conceptual model
Illustrated by the author of this paper
154. METHODOLOGY
4.1 Scientific approach
This study has had what Bryman & Bell (2013) explain as a hermeneutic approach. This since
the researcher needed to be able to interpret the data and the outcome of the study, and since
the purpose of the study was to get insights and understandings. Also, because the collected
data was of a qualitative type, with words and not numbers that will be analyzed.
4.2 Research type
There are two types of research that can be conducted, qualitative or quantitative. In this case a
qualitative method has been used. A qualitative method focusses mainly on words and the
interpretation of them and it is more appropriate when the purpose of the study is to get
understandings, while the opposite method; quantitative, focus on facts and numbers (Bryman
& Bell, 2013; Ghauri, Grønhaug & Strange, 2020). With a quantitative study, the researcher
may have got a higher quantity of respondents and data, but since the aim of this study was to
get understanding about elements such as feelings and perceptions and not on exact numbers or
statistical facts, a qualitative study with less, but more in-depth information, was preferable.
According to Ghauri et al. (2020) qualitative studies also give more insights from the
respondents’ perspective, which also was a part of the purpose of this study. With a qualitative
method the companies’ and customers’ opinions and interpretations of how they had
experienced the shift in fitness services could be deeper understood.
4.3 Research approach
Ghauri et al. (2020) presents three different research approaches a study can have. ‘Deductive’,
with the theory as a starting point, ‘inductive’, with the collected empirical data as the
foundation and ‘abductive’, which are a mix of both but also where the researcher goes back
and forth between theoretical and empirical information. This study has used an abductive
16approach, starting in the existing literature on the subject. From this, a research gap was found,
which shaped the research question. The questionnaire was also based on existing theory. The
goal of the study was still not to test hypotheses that is according to Ghauri et al. (2020) often
the case in deductive reasoning. Instead, new theory was proposed and the author has gone back
and forth between theoretical and empirical data. The author is aware that if the study would
have been made completely deductive, the results could be seen as less biased, but the reason
for choosing this approach was to be able to prepare as precise and appropriate questions as
possible. This to be able to get the information needed to analyze and draw conclusions.
4.4 Research design
As well as with research approach, there are also different types of research designs. To
compare and see patterns that are not dependent on time and room (Bryman & Bell, 2013;
Ghauri et al., 2020) a cross sectional design was conducted. A cross-sectional design can be
explained as when the data is collected on different cases and by one time each and are often
used when making semi structured interviews or surveys (Bryman & Bell, 2013). A
disadvantage of this design is that data could change over time and that it could not be compared
from one time to another (Ghauri et al., 2020). This was not needed in this study though, since
the information that the respondents had were not dependent on different times, this because
the questions was about one or more previous event/s. According to Ghauri et al. (2020) &
Bryman & Bell (2013), the main advantage of cross-sectional design is that it is easier to
generalize the data, since it is not collected on just one case or company. Bryman & Bell (2013)
also explains that a cross-sectional design is useful when wanting to quantify data and connect
them to the variables that later can be compared to each other to see the connection between
them. The goal with this study was to see similarities to come up with a conclusion that could
be generalized for different fitness centers, and therefore a cross sectional study was considered
most appropriate.
4.5 Data collection
4.5.1 Primary and secondary data
In data collection, there are two different types of data; primary, which is collected with the
particular study as purpose, while secondary data has already been collected for another purpose
17but are later used in second hand for another study (Bryman & Bell, 2013). For this study,
primary data was collected through direct communication with the concerned respondents to
get their point of view. Since this study is based on selected theories a primary research was to
prefer, in this way as Ghauri et al. (2020) describe as the biggest advantage of using primary
data, the questions could be designed out of the theoretical framework and purpose of the study.
Thus, the results got connected to this specific research. Also, if secondary data would have
been used, it would have been harder to get information from an emotional and affective
perspective.
4.5.2 Data sampling
The most common way to collect qualitative data is through interviews (Bryman & Bell, 2013).
According to Ghauri et al. (2020) interviews actually are the best way to collect data in
qualitative studies. There are three types of interviews, structured, with a questionnaire sent out
with structured questions, unstructured, with open questions that opens up for a free discussion
for the respondents with no implications from the researcher, and last, semi structured
interviews, which can be seen as a mix of both, where questions are prepared but not limited to
the prepared questions exclusively (Ghauri, 2020). This study has used semi structured
interviews, to give the researcher information that is understandable and to have the ability to
ask supplementary questions if something is unclear, this also strengthens the reliability of the
study (Ghauri et al., 2020). Bryman and Bell (2013) explains that it is important to look at the
perspective of the respondents and by asking supplementary questions and give the respondents
freedom to explain what they mean, this can be achieved. Interviews have a disadvantage that
the researcher is a part of the measurement process, and can therefore affect the results (Bryman
& Bell, 2013). To avoid this, supplementary questions were used only in the most necessary
cases and the interviewer had the goal to participate and be influential in the answers as little
as possible. Also, the interviews were recorded, where you could hear both the respondents and
the interviewers, which according to Bryman and Bell (2013) gives the researchers the ability
to focus only on listening, questioning and understanding, without having to write the answers
down. The respondents had ability to choose whether to participate on telephone or email. This
to get higher number of participants, since the author faced some troubles with the willingness
from people to participate. The author is well aware of the decreased ability to have a two-way
18communication, that email-interviews contributes to (Bryman & Bell, 2013) but the author still
made the decision that the email-option was needed to get as many respondents as desired.
4.5.3 Selection
When choosing who to interview, the author chose what Ghauri et al. (2020) describe as
homogeneous cases and contacted all gyms in Sweden that offer digital services as well as
physical gyms, which was found on Google. In this phase, nine gyms were contacted through
email. This to give them the opportunity to think of the offering before making a decision on
participating or not. Furthermore, when contacting customers, a Facebook post on different
groups were sent to find people that are interested in participating in the study. In this way
according to Ghauri et al. (2020) a non-probability sampling was made. This is because not the
whole population, which is customers that have tried both physical and digital gym services,
were reached, but only the ones that were reached by the Facebook post. The goal with the
sampling was to reach as many people as possible but the author was not able to contact the
whole population. Also, when facing problems with finding respondents, to get even more
opportunities, people known by the author was contacted. This can be seen as a convenience
sampling, where the sampling is made on people near at hand (Bryman & Bell, 2013) and this
was also something that the author found necessary to get the desired number of respondents.
4.6 Operationalization
Following table show how the theory was used and what the questions aimed to collect
information about. Note that the questions are here translated from Swedish to English, during
the interviews the respondents’ native language, Swedish was used. This to eliminate the risk
of linguistic misunderstandings.
Table 1 Operationalization
19Theory Question
Digitalization To what extent do you use digital and
physical fitness services and what services?
Is it just strength exercises on all digital
services or is it different?
Have you been to any physical gyms, as well?
Brand-owned touch points How have you heard about the services?
What is the main reason why you have used
the digital services?
What do the gyms/companies do to get you
motivated to carry out the sessions? For
example, motivational text messages or
competitions.
If you think about smell, sight, touch,
temperature and so on. How would you say
it's been affected by it becoming digital?
(Pros and cons).
Partner-owned touch points Do you have access to the service at any
time? Or are those specific times when the
passes go?
Do you have a greater opportunity to adjust
the environment if the training takes place
remotely? Such as temperature, smells and
air conditioning?
social/external touch points When you use the digital services, are other
people involved or are you performing them
yourself?
20If you perform them yourself: How would you
say that the experience is affected by the fact
that there are no other customers on site as it
is in a gym?
customer-owned touch points Have you ever postponed a workout due to
mood or similar emotional aspects?
Do you find it easier or harder to get to grips
with the training when it is digitally
available?
Cognitive factors How have you heard about the services?
Affective factors Do you have access to the service at any
time? Or are those specific times when the
passes go?
Have you ever postponed a workout due to
mood or similar emotional aspects?
Sensory factors Do you have a greater opportunity to adjust
the environment if the training takes place
remotely? Such as temperature, smells and
air conditioning?
If you think about smell, sight, touch,
temperature and so on. How would you say
it's been affected by it becoming digital?
(Pros and cons).
Social/relational factors When you use the digital services, are other
people involved or are you performing them
yourself?
If you perform them yourself: How would you
say that the experience are affected by the
21fact that there are no other customers on site
as it is in a gym?
Conative factors What do the gyms/companies do to get you
motivated to carry out the sessions? For
example, motivational text messages or
competitions.
Do you find it easier or harder to get to grips
with the training when it is digitally
available?
4.6 Data analysis
The analysis method used in this study was what Bryman and Bell (2013) describe as a thematic
content analysis. This is something that is often used in qualitative studies (Bryman & Bell,
2013). This was the most preferable method to fulfil the purpose of getting insights and see the
data from a holistic perspective (Braun & Clarke, 2006). When the data was collected, it was
transcribed. To get selective information, the author reduced the data to consist only of
information relevant to the subject. After this, a coding was made, which Ghauri et al. (2020)
describe as finding similarities and patterns between the different data and from that make
categorize that consist of information. To make the data to information, an interpretation of the
data had to be made, with the base in the theory. This is something that needs to be done to be
able to generalize and come up with conclusions from the data (Ghauri et al., 2020).
4.7 Quality of research
4.7.1 Validity
It is important to clarify what to measure and with which measurements. Also, to be sure that
what wants to be measured is really measured (Bryman & Bell, 2013; Ghauri et al., 2020). Since
this study measures qualitative elements, the author decided which elements to examine to see
22the customer experience, Therefore the conceptual model was made, with five different
components that customer experience consist of. This both to clarify what is meant by customer
experience in this study, and to be able to measure each component of the experience. To find
out which factors affecting customer experience an in-depth literature review was made on
customer experience. This is something that is preferred, especially in qualitative studies, and
should consist of plenty of different studies, to make sure that the variables are valid (Ghauri et
al., 2020). The result of this is shown in the conceptual model. In some literatures, more factors
than others are described, but five factors can be concluded as similar for a majority of previous
studies.
4.7.2 Reliability
Reliability means that the study can be duplicated and still get the same results. Since qualitative
research is based on opinions and interpretations, this is often unachievable in qualitative
studies (Bryman & Bell, 2013). The author of this study has still aimed to create as high
reliability as possible. This by being transparent with the methods used and the questions asked.
To get a high reliability it is important to be consistent when measuring variables. In this study
the questionnaire was the same for all respondents, this to be consistent when measuring, which
Ghauri et al. (2020) explain as an important part of reliability.
4.8 Ethics
According to Bryman and Bell (2013) the following ethical issue needs to be thought of when
developing a qualitative study.
Information requirements
In agreement with this issue, the respondents got information about what the study’s purpose is
and what their answers will be used for. This to make sure that they felt secure with what they
participated in.
23Consent requirements
To make sure that this issue was covered, emails were sent out to the participants, where they
were asked to participate or not, in the email it made clear that their participation would be
appreciated but not in some way a compulsion. They also had the ability to choose rather to
make the interview on email or phone.
Anonymity and confidential requirements
This study only handled information relevant to the purpose of the study and therefore personal
information was left out. All the respondents were also asked if they wanted to be anonymous.
Utilization requirements
The data collected from the participants will only be used for the purpose of this study and the
respondents have copyright on the recorded information. However, the author of the study has
copyright on the transcribed results.
False pretenses
The participants were well informed about what the study was about.
Also, no participants should be damaged by the effects of the study, which is something that
the author has made sure is not a risk.
Further, according to Ghauri et al. (2020), another ethical issue to take into account is to let the
respondents see the results of the study. To be extra sure of the reliability of the study and to be
sure that the researchers have interpreted the answers right, the result was sent to the
respondents before the final draft was sent in, if there would have been any contradictions, the
results would have been corrected to comply with the right interpretation.
5. EMPIRICAL FINDINGS
5.1 Digital services
The following table summarize information about the services that each respondent has used.
Table 2 Services used by respondents.
24Respondent Physical Digital services Source of recognition of the service
gyms
Filip Yes Armed force’s app Ads from FMTK & Youtube is commonly
FMTK & Youtube known
Morris Yes Armed force’s app FMTK, recommendations from family
FMTK, Youtube & members & Youtube are commonly used.
Runkeeper
Maria Yes Youtube & Instagram WOM & ’explore-functions’ on the apps
Hannah Yes Wellness studio’s Email from Wellness studio & their app
digital classes
Friskis & Yes Friskis & Svettis’s Webpage, membership letters, digital
Svettis digital classes & PT- screens on the physical gym & social media
sessions
Regarding the type of digital services that the respondents used/offered there is a wide variation.
Two of the respondents both had used the Swedish Armed Force’s fitness app. Three of the
respondents had used YouTube as a platform, with a main focus on instruction videos. One
respondent had beyond YouTube, used Instagram, for instructions and motivation. Also, the
fitness tracker app Runkeeper was used by one respondent. Another respondent had mainly
used the Swedish gym Wellness studio’s digital services, where the customers can follow
dance- and strength training classes recorded by instructors from the gym. The gym Friskis &
Svettis described that they offer similar classes online. Beyond this, they also offer PT-sessions
online. Further Friskis & Svettis offer to some degree digital classes in their physical gyms. All
of the respondents had experience from physical gyms and answered that they had chosen the
digital solution because of the restrictions which is an outcome of the pandemic.
When it comes to the reason for using the digital services, the pandemic was mentioned multiple
times. Beyond the pandemic, inspiration, motivation and education were other reasons that the
respondents described. The aspect of saving time and flexibility were also described as one of
the reasons for choosing the digital services.
25All of the respondents had access to the digital services at any time of the day. Which was
mostly described as an advantage. All of the respondents lifted the importance of flexibility and
the ability to exercise whenever they have the time and willingness. All of the respondents
except Maria also mentioned that they previously have skipped training because of a certain
mood or other emotional aspects. This is something that multiple respondents can avoid because
of the ability to postpone the training to another time or day. Hannah, though, described this as
both an advantage and disadvantage, since it could also stress you if you postpone it. This,
according to Hannah, was easier to do when you do not have to fit it into a time schedule.
5.2 Environment
When it comes to the environmental part of the service, the results vary. Some of the
respondents explained that the ability to change factors such as room temperature and air
freshness are higher from home, while other respondents considered the physical gyms to have
greater control, and therefore the climate is better there. Irrespective of, this seems to be
something the respondents have not paid attention to. Still, when the question was asked, some
of the respondents explained that the smell is something that is easier to control from home,
while the temperature is instead controlled by the employees at the gyms, which leads to a better
temperature at physical gyms than at home, where it is harder to control the temperature.
Further, Friskis & Svettis explained that they think it is easier for customers to control the
training environment since they have the ability to exert the service wherever they want. Friskis
& Svettis further described that when it comes to the customers’ sight, the difference from
physical services to digital is that it is dependent on the internet connection, which will affect
the whole experience if it is not optimally perceived.
Also, Friskis & Svettis explained it to be harder to connect and reach out to customers through
the screen than physically. Friskis & Svettis further explained: "To create a nice feeling and a
feeling that it is a group that trains together, which it is not" [own translation]. All the
respondents explained that when they use the digital service it is done alone, while at the gym
there are other people around. Regarding this, Friskis & Svettis said: ”The fact that the
participants are cheered by each other falls away, in our digital classes” [own translation]. Both
Filip and Morris said that they missed the inspiration and motivation from other participants.
Filip explained that he gets motivated to perform better if he sees that someone else is doing a
26great workout and for Morris it is more about feeling pressured to move forward in the exercise
and finish it more quickly if other people need the requirements. Contrary to this, Maria
explained that she performs better when working out at home and Hannah, who has an eating
disorder, described the lack of other participants as only an improvement, since she doesn't have
to compare herself to others and feel insecure about herself. Both Maria and Hannah said that
they do not see any disadvantages with the lack of other participants. Further, Friskis & Svettis
also mentioned that it can be an advantage for the participants to decide their environment
themselves, where and when they want to exert. They also mentioned the lack of disturbances
from other participants as a positive aspect of digital training.
5.3 Motivation
When it comes to motivation, on the question rather it is harder or easier to find motivation to
exercise when the workout is digital Hannah said: “Both, both harder and easier” [own
translation]. She explained that it is easier because she doesn't have to get to the gym, which is
something that Filip also mentioned as an advantage of digital fitness services. He said: “No
time to pass or anything like that. The transport distance, like getting from the bedroom to the
living room to work out is less than getting on the bike and cycling down to the gym." [own
translation]. Hannah on the other hand also mentioned a disadvantage with the flexibility, that
it is easier to postpone the training when you do not have a specific time when you need to be
at the gym. Further, both Morris, Maria & Friskis & Svettis explained the digital service to have
exclusively negative impact on the motivation. Morris said that he doesn't like the digital
dependence you have when performing the workout online, he likes to be without digital
devices when exercising. Maria explained that she gets more motivated to go to the physical
gym since it is overall more fun for her and also because of the access to requirements that the
physical gyms offer, unlike the digital services. Friskis & Svettis agreed that they had
experienced the customers to get less motivated by the digital transformation, they said that the
lack of other people supporting and motivating is something that has led to a decrease in
exercising for many people.
In conclusion, when it comes to how the gyms work to motivate their customers seems to differ
a lot. Filip explained that he had not noticed any motivated communication from the physical
gym, while the digital services do. He continued "If you have written that you should train three
27times a week and so maybe they send that: now when you are going to run a workout today
then you have only done one session this week" [own translation]. Regarding this, Morris
explained that the gym he has a membership in, which is a different gym than Filip’s, informs
and motivates their customers to use their digital services but not to go to the physical gym.
Further, Maria’s gym has a loyalty program where the customers get points for each exercise
they perform. This isn't something that motivates her though. Maria gets her motivation from
her own goals and influencers on Instagram. Hannah’s gym also has some programs to motivate
their customers. Hannah explained this to be challenges in different ways, mostly focused on
walking or running challenges. But Hannah personally would appreciate if there were a wider
range of challenges, for example where you do not have to go outside to participate. Another
thing that would motivate Hannah is if the gyms send out recommendations based on previous
activities. She further stated "For example 'now this passport is available' - send out an email -
'now this is available and now I can try it' or something like that” [own translation]. When it
comes to the gym’s perspective, Friskis & Svettis explained that the only thing they do is to
inform their customers about their classes but that challenges are soon to be presented, starting
with a six-week program with three classes per week.
286. ANALYSIS & DISCUSSION
6.1 Digital fitness services
As Yoo et al. (2010) describe, digitalization is the shift from physical to digital, and as
Kossowski et al. (2020) mentions, there is an ongoing rapid transformation from physical to
digital in the fitness industry. This can be confirmed by the empirical findings of this study,
since all of the respondents explain that they have increased the use of digital fitness services
instead of physical. The data declared the main reason for the shift to be the pandemic and the
restrictions which it has brought. However, the literature speaks for an ongoing digitalization
even before the pandemic. Verina and Titko (2019) presents plenty of reasons in their model,
such as progress in technology, development of e-business, recognition of the role of digital
technologies among leaders etc. The results confirm what Roth Smith and Treem (2016) writes
about apps where customers can publish their achievements. As most of the respondents talked
about some kind of challenges. The respondents did not mention anything about communication
with other customers though.
6.2 Customer journey
According to Tynan and McKechnie (2009) the customer journey is what leads to the customer
experience and should be taken into considerations when developing it. This study has only
touched some parts of the pre- and post-experience, but the outcomes of the main customer
experience Tynan and McKechnie (2009) describe to be enjoyment, entertainment, learning,
skills, nostalgia, fantasizing and evangelizing. According to the results of this study, the
respondents liked the digital services for educational, and skills purposes. connected to the
empirical findings, one of the main reasons for using the digital services is the flexibility and
the ability to exercise whenever you want. Another advantage with the digital services was
described that it is approachable. This can be seen as an improvement in the pre-phase where
searching, planning and expectations play an important role (Tynan & McKechnie, 2009). The
digital service does not require as much planning as if there was a time to catch at the physical
classes. The expectations can also be more realistic since the customer is in control of the
environment chosen for the exercise and the participants joining them.
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