Member metrics
Number of active members, new joins, churn rate and its inverse retention rate, and average member lifetime value. Retention is often the single most important metric because it affects all revenue metrics with a delay.
Capacity and use metrics
Daily and weekly visitor count, peak-hour utilization, equipment-level utilization, sessions per square meter, and unevenness of use across zones. These metrics show whether the current equipment mix and floor plan are right, or whether investment is being made in the wrong things.
Financial metrics
Average revenue per user (ARPU) per month, monthly recurring revenue (MRR), gross margin, staff cost as a share of revenue (industry typical 30 to 40 percent), facility cost as a share (15 to 25 percent), and energy costs.
Financial metrics are the result of member and capacity metrics, so it pays to understand the cause-effect chain rather than just track the numbers.
Operational metrics
Number of equipment faults and their repair time, NPS or CSAT customer-feedback score, distribution of staff working hours, and number of tailgating events. The role of operational metrics is to give early warning before a problem shows up in retention or revenue.
How to read KPIs
A single metric tells you almost nothing without a comparison. A good KPI view always includes three things: current level, your trend (direction), and a benchmark (your own history, an industry average, or top quartile).
Fewer metrics is better than more. Five to ten metrics tracked carefully is enough for most gyms, and they should be reviewed on a regular cadence, for example monthly.