How Collective Wellness Group is making gains in the fitness industry
In this episode of The CMO Show we hear from Caitlin Bancroft, CMO at Collective Wellness Group, parent company to a suite of brands including Anytime Fitness, Xtend Barre and SUMMHIIT Fitness.
Caitlin shares some fascinating insights into the booming health and wellness landscape and offers her thoughts on what it takes to carry a strong brand through the franchise business model.
High intensity workouts, functional training, hot yoga: there’s no shortage of options when it comes to staying in shape.
So if you’re a brand operating in this space, how do you remain competitive, keep in-step with the latest trends and bring your customers along with you?
That’s the question we put to Caitlin Bancroft, CMO at Collective Wellness Group, parent company to brands including Anytime Fitness, Xtend Barre SUMMHIIT Fitness.
“What's really interesting is that consumers have a holistic approach to wellness and are shopping across a range of brands. They're no longer seeing the gym as a one-stop shop,” Caitlin said.
“Though to be honest, our biggest competitor is probably still motivation and the couch!”
Caitlin joined Collective Wellness Group at the peak of the pandemic and despite the challenging environment led a positive and inclusive brand campaign that breathed new life into the Anytime Fitness franchise.
“I think the initial response from our franchisees was probably not as positive as what we'd want. We'd come out of COVID and our clubs were looking to us for lead generation, asking "Where are my members?",” she said.
“We went out with the brand campaign, which was obviously quite a gutsy move, and really decided to invest in the brand for the long term. That's really paid dividends for us now.”
Want to hear more? It’s a great conversation with some fascinating insight into the health and wellness landscape as well as carrying and growing a brand through the franchise business model.
So what are you waiting for? Step on to that treadmill and fire up this episode of The CMO Show. 💪
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Credits
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The CMO Show production team
Producer – Rian Newman
Audio Engineers – Ed Cheng & Daniel Marr
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Transcript:
Hello. Mark Jones here. You're listening to the CMO Show, a podcast for and made by marketing professionals.
Today we're talking about fitness. What do you do to stay in shape? Is it traditional strength training, thrashing it out on an assault bike, a spot of hot yoga, or perhaps a combination of all three? The point here is there's no shortage of options when it comes to health and wellness.
So if you're a brand operating in this space, how do you stay in step with the latest trends and bring your customers along with you? And if you're not in the fitness space, what can we learn from people who are?
My guest today is Caitlin Bancroft, CMO at Collective Wellness Group. Now, you might not be familiar with the name Collective Wellness Group, but you will be familiar with some of the brands in their portfolio, especially Anytime Fitness, which has over 500 clubs throughout Australia.
Caitlin joined the organisation at the peak of the pandemic and despite the challenging environment of the time, managed to lead a brand campaign built on inclusivity and positivity while breathing new life into the franchise. It's a great chat, so buckle up and enjoy the conversation.
Mark Jones
Well, I got to say, it's quite fun speaking to you. Straight out of the gate, this is an interesting brand, Collective Wellness Group. Not known by many people. Tell us a little bit about it, and why we need to know about your brands.
Caitlin Bancroft
Thanks for having me Mark. Well, Collective Wellness Group, as you say, is probably not a business that most people know. It was established, I guess, with the goal of being a leader in health and fitness franchising. So, we currently have two brands in our stable, one of those being Anytime Fitness, which hopefully most people will have heard of. And the other is Xtend. And then, soon to be, we will have SUMHIIT, which is a new brand offer. So, Anytime Fitness, to start with. Obviously we have close to 550 clubs around Australia, and almost 630,000 members. So, huge. Australia's largest, I guess, fitness club network, which is super exciting. We celebrate 15 years this year with the brand, having launched in 2008 into this market.
And then we have Xtend. So, Xtend is completely at the other end of the spectrum. It's a kind of boutique fitness offer. It's a female-focused fitness offer. We've got a range of class types, but each of those actually have barre as the foundation. So, you might go to a class and it might incorporate Pilates or a fitball, TRX and things like that. So, quite a different offer. And then, the last one, the third one that I mentioned is SUMHIIT. So, that is a brand and offer that will launch in October that we're actually bringing over from the US. So, a completely new brand. It's actually Basecamp in the US, and it's a super fun HIIT workout where, I guess the traditional kind of format of the class is 60 seconds on an AssaultBike, and then 60 seconds down on the floor for strength-based exercises. It might be body weight exercises, it might be kettle bells, dumbbells, things like that. So, super fun. So, you go back and forth between the bike and the floor, 15 rounds on each, so, hardcore, and, yeah, not for the fainthearted.
Mark Jones
I was going to say, that sounds intense. So, people who love that kind of really full-on experience, and obviously, to me, I just think, "Well is that F45?" Kind of your take on that? I imagine that's what people in the market will be thinking.
Caitlin Bancroft
It's quite a different offer, to be honest. It does use some sort of screens, and there is a coach, but I think the format of the 60 seconds and the back and forth between the two offers is quite different. And the AssaultBike is completely unique to that offer as well, and that is the foundation of those classes, and that's the killer.
Mark Jones
Yeah, I'm sure it is. Before we go too much further down the path of those brands and what you're doing from a campaign perspective, just tell me a little bit about yourself. What makes you tick?
Caitlin Bancroft
So, I guess, for me, health and wellness is what makes me tick. So, I'm super passionate, around inspiring other people to live their best life, and live a really healthy life. So, I guess my background is actually pretty eclectic, so I didn't start here. My background was, in fact, in advertising. So, I worked in advertising agencies in both Sydney and London, and then did a complete career pivot and decided to qualify as a naturopath, which may seem very odd, but I think I got to that point where I really wanted to be making more of a difference to people. And as I was growing up, my mum had always dragged me off to naturopaths and chiropractors and acupuncturists and float tanks before they were even a thing. So it was something that I'd kind of grown up with and really liked, and that whole area of holistic health.
So, I dabbled in practising I guess, when my kids were little, which was great, but then really missed that sort of corporate environment where you get that stimulation from interacting with other people and that creative kind of environment as well. And so, I guess, then very fortuitously, I was offered a client-side role in a health and wellbeing company looking after vitamins and personal care brands, which was fantastic. So, I got to marry, I guess, my two loves, in terms of marketing and communications, together with that sort of natural healthcare side, which was great.
Mark Jones
Well look, congratulations, because I think a lot of the marketers I speak with, and certainly the stories that we've told on the CMO show, there's this really post-pandemic desire to, if you think about the classic Venn diagram, what I'm good at, what the world needs, and what my passions are, that sort of intersection. It seems like you're kind of nailing it. So, well done.
Caitlin Bancroft
Yeah, thank you, thank you. It feels like a really nice place to be, I have to say.
Mark Jones
Yeah. So, when you think about the space that you're playing in, it's interesting to think about how you incorporate that passion with the best practises from marketing and comms. What's your take on how to get that right? How do you make sure that you're using the best practises, and not getting too carried away with your own personal biases around, "Well, gee, I really think people need this," right?
Caitlin Bancroft
Yeah, I think it's a great question. I think a lot of that is understanding who we're talking to, and our target audience, and what's resonating with them, what's important to those people. So, for Anytime Fitness, especially that core target group of 18 to 29 year olds, we know for them there's a huge shift happening, and that sort of group, or that sort of primary, I guess, wellness generation, if you like, and we know for them that they are really, I guess, pushing back against those kind of stereotypical perfect bodies. The traditional advertising that we see in the fitness space, which is slim, toned, tanned bodies.
We know they're pushing back against that. We know that they're really prioritising their mental wellbeing above all else, and that they've really got a holistic approach to wellness, it's not just about keeping in shape. So, for the Gen Xers and the Boomers, it was all about the latest crash diet and jumping on a cardio machine, whereas this group, it's a much more holistic approach to wellness, and they understand that it's emotional, it's mental, it's physical, it's spiritual, it's social, it's all those elements. So I think it's really understanding that group and what they're looking for. It's also about understanding what media they're consuming and where we find them, because we know that, again, they're turning away from more traditional kind of advertising platforms as well. So, it's not getting caught up in your own stuff, but understanding that consumer audience and where they're at.
Mark Jones
So, that is a fascinating insight, because I've not heard that articulated before in those sort of terms, because what it seems to me you're saying is that this is a cultural experience, going to a gym, and I hadn't really thought about it in that sense, but as a happy Gen Xer, guilty, along your lines.
But I’m interested to know more about this Anybody, Anytime campaign. And of interest to me and the team here at Impact Institute, we were quite fascinated with this idea of inclusiveness and diversity. And that doesn't really feature, to my knowledge, and certainly experience of observing the industry, that just doesn't come up. It's still about the muscly bodies in the mirror, right? So tell me about how you have managed to appeal to the fit, strong demographic, at the same time as including in the diversity angle.
Caitlin Bancroft
I think it'll continue to evolve as well, this campaign. So, we do have plans to evolve this, and we can talk more to that. But I think a big part of that was actually by showcasing the true diversity of members who do work out in our clubs every day, because I think that what that does is reinforce that it's not a one size fits all approach. And you can't be what you can't see.
So, I think by showcasing real people, real bodies, our members, and also really showcasing those people who have traditionally been ignored in gym advertising, obviously, for us, was really important. So, for our TVC we did include a Paralympian, a wheelchair bodybuilder, body-positive influencer, all those things. But those people are in our clubs. So, I think that that was really important for us. But I guess the other thing is we haven't stepped away entirely from that core group, because we know some of those toned, tanned bodies, they do exist. They're now part of the gym ecosystem. So we just need to make sure that we actually show everyone and we're representative of everyone who's an Anytime Fitness member.
Mark Jones
Yeah, that's great. I did see a video with a pretty good-looking bloke, I got to say, in a wheelchair.
Caitlin Bancroft
Yes, exactly. He was amazing.
Mark Jones
Yeah, fair enough. Well, what sort of response have you had? I'm interested to know what happened as you launched that. There was a bit of trade media coverage around it, but what was the sort of response from people, and describe it from your perspective?
Caitlin Bancroft
I think from my perspective, yeah, it was a really interesting response. I mean, I think it was a really bold, gutsy move for us. I think the response initially, even from our franchisees, was probably not as positive as what we'd want, and I think what's so interesting about that is we'd come out of COVID, and so, we launched this campaign January last year, and I think our clubs were looking to us for lead generation, and, "Where's my members?" And things like that. And we went out with a campaign that was obviously super distinctive, it disrupted all the stereotypical gym advertising that was out there, but it was pretty compelling. I think it was very timely and needed, in terms of what it was, but it was very gutsy in the sense that a lot of our competitors were out there with these kind of price-based, short-term messages.
And we went out with the brand campaign, which was obviously quite a gutsy move, and really decided to invest in the brand for the long term. And I think that's really paid dividends for us now. Performance is continuing to grow. We've had month-after-month positive net member movement. We've got our highest number of members ever, we've got our most number of clubs ever, so we've continued to thrive. And I think a lot of that success is obviously down to that campaign, and doing it at that time, and I think also speaking to people and making gyms a less intimidating place. I mean, we know that that's one of the biggest challenges and obstacles for people joining a gym, is that they feel intimidated. They don't feel it's a place for them. So, I think by us bringing that ambition to life around making fitness more accessible and enjoyable, really helped.
Mark Jones
Tell me about those indicators of success you just touched on there, and how did you sell in the success of your campaign to your colleagues and senior executives?
Caitlin Bancroft
I mean, we've seen the success through our brand health metrics, very much so. So, I think before, for example, we launched the campaign, our awareness was sitting around 59%. Then, six months after launch, that campaign had increased by another five percentage points up to 64%, and now we've just done a dip and it's now up to 67%, so an extra three points in awareness. So, we're definitely seeing the campaign is reaching our audience. We've also seen upticks in consideration and preference, so we're actually moving people through the funnel, which is super exciting. And market shares increased as well, year-on-year. So, I think the data's clear in it resonating. I think the other thing is from those brand health metrics as well, what we saw was when we asked people, those people that had seen the campaign versus those that hadn't, the, I guess, drivers of consideration had increased significantly for those people, more so than those that hadn't seen the campaign. So, it was really making a difference.
Mark Jones
And, just briefly, where are you sitting in the market right now? What percentage market? You mentioned the market share, but, this is probably just my curiosity, but what's the competitive set look like?
Caitlin Bancroft
Yeah, we're sitting at 17.9%, and that's increased from 17.4% last March, so it is increasing. We are probably second in market. So, the FLG group, which has Fitness First and some of the brands underneath that umbrella are probably leading the way. I think they're around 20%. So, they're still slightly ahead of us in terms of market share, but across a number of brands for them.
Mark Jones
And are you competing against lots of independents as well? Smaller gyms? How does it work?
Caitlin Bancroft
It's quite a different offer. It's really interesting. Because we are a 24/7 offer, so I think we're competing against a whole lot of things, to be honest. And what's really interesting, I think, is that shift post-COVID, as well as that what we're seeing with consumers is that they're shopping across a range of brands. They're no longer seeing the gym potentially as a one-stop shop. And so, I think for us we need to be really comfortable that we're just part of their fitness offer. That they may also do a yoga class somewhere else, they may actually go to F45 somewhere else, but they may come to us to do strength training. So, that's a real shift in the market, which obviously plays into the hands of one of our brands like Xtend, which is fantastic because we have a little bit more of a diversity of class offer, which we know people are looking for. So, yeah, it's an interesting one in terms of who the competitor actually is. The competitor is still probably motivation, to be honest, and the couch, as well as that intimidation aspect.
Mark Jones
Yeah, that's right. Your main competition is streaming channels I think.
Caitlin Bancroft
Yeah, yeah.
Mark Jones
And doing nothing. But I am fascinated by the psychology and the behavioural side of this, not just from a motivation point of view, but, my family, we're Anytime Fitness people as it happens, not that that's why a producer spoke to you about coming on the show. We have this little joke in our family, and this is possibly a little bit dad jokey, but we say, "Well, we can go there anytime."
And what we love about that is the flexibility, and that sense of freedom that, if I wake up really, really early, I can just go, and I can stay there quite late and it's not a problem. That, for us, is actually a key, sticky thing. We just love that sense of coming and going as we please. I wonder, in that kind of context, with the Anybody, Anytime idea, quite clearly that you're sort of broadening out the appeal to bring in a broader set of customers who will have other issues, and I imagine accessibility, safety, psychological safety and inclusion would be equally, if not bigger, drivers. So, just connect a few dots there for me about how you make sure you're getting that behavioural side incorporated into not just the campaign but the behaviour of the gyms themselves.
Caitlin Bancroft
Yeah, it's a good one. So, I think you're right in terms of the anytime piece. So, I think that convenience aspect is obviously important, and anytime is important, but I think what we've learned is that convenience and price themselves is not a sustainable platform to hang your hat on. And as we spoke about, consumers have changed, and they're looking for different things. So, I think in terms of how we've done that, what was really interesting around the campaign was that what it really did was it really sparked, I guess, a wider business mission to make Anytime Fitness the most welcoming gym network in Australia. So, it started as a campaign, and we all sort of went, "Oh my goodness, it needs to be more than this. We can't just pay lip service to this. We actually need to ensure that it does, I guess, cascade down through at a club level."
So, a couple of the things we did was obviously we launched partnerships with WeFlex and Proud to Play, to help, I guess, with our, we're not experts in disability inclusion or in LGBTQI+ inclusion. And so, we wanted to partner with the right people to ensure that we were authentic in what we were saying. So, they played a large part even in the campaign, in terms of the language that we used in the script to make sure that was inclusive, any images that we used and things like that. And then beyond that, what we've done is, obviously within our clubs, we've done an audit of various forms, our contracts, websites, CRM and so forth. And we've actually updated some of those things to allow for pronouns and disability support call-outs, things like that. We've also launched an education roadmap and we've had some LMS modules created which have been available for club staff, for franchise owners as well as the head office staff as well. We've piloted quiet hours. So, we're trying to do as much as we can to embed it throughout our clubs as well.
I think the really nice thing for us that we've been able to do, I guess, is enable clubs to really position that inclusivity through a lens of belonging and community, and that's really important. We really pride ourselves from an Anytime Fitness perspective on community. And we know when you speak to any of our club managers, it's the reason that they love working in our clubs, all those club staff. It does feel like we have 550 unique communities around Australia with those in each club. And so, that's really important. So, I guess, yeah, the clubs are able to really take that message, that Anybody, Anytime message, down at a club level, through that sense of belonging community that they can create. And we also then provide them, from a support office or head office level, a whole lot of templates that they can then customise for their own clubs and their own members, so that they can put images of their members in there and really showcase them and showcase the diversity of members that they have as well.
Mark Jones
There's one aspect of your role in head office that I don't envy, which is trying to keep all of these franchise owners happy. You've got bosses everywhere. So, when it came to rolling out this campaign, and you've done some roadshows and I think you're actually doing that now as we speak, talk me through your strategy there. I can't imagine that was easy.
Caitlin Bancroft
No, it was not easy. I mean, I think what's really challenging for us is that we have probably, across the network, so we've got 550 clubs, we've got around 230 owners. So, like you say, it's 230 kind of bosses who think that they know the brand best, and a lot of them do. A lot of them are super savvy, fantastic owners who have built fabulous businesses. And so, I think shifting strategy to this Anybody, Anytime, really moving to more an emotive messaging versus functional messaging was very challenging for a lot of them, and it was quite a pivot for us as a brand. So I think selling that in, has been challenging. And now that they can see, I guess, the results. They can see the fact that brand health is continuing to grow, that their clubs are continuing to be successful, that we're driving more members into their clubs. The pressure's slightly off us a little bit.
Having said that, I think we're really mindful of the feedback that we got from them the first time round from the campaign, and I think what we did when we first launched this campaign, we really put a kind of stake in the ground. And like I said, it was quite gutsy and quite bold, and it was probably out to the side quite a bit for them. It wasn't comfortable. So, I think what we did in that case was the diversity inclusion stories that we told really celebrated the differences in people. So, like I said, we had the Paralympian, we had a wheelchair bodybuilder, all those kind of things. But I think as we evolve this campaign, our objective is really to actually take a better look at the things that unite us, so to find those things, those shared motivations, those shared stories, all those things that are universally relatable, so that we shift to celebrating what all those diverse members share in common rather than focus on what makes them different.
So, I think that's going to be really key as we move forward, and to ensure that we get those key stakeholders on board for us as well. And the other thing that we've done, I guess, in terms of stakeholder engagement and collaboration, is that we've just gone through a recent pitch process, which is really all around the evolution of Anybody Anytime, the 2.0 version, and we actually included as part of that process, three franchisees in that group of, I guess, decision makers. So, we're really bringing them on the journey this time much better than I think we did the first time as well.
***
Mark Jones
If we step back a little bit and think about the franchise model itself, which genuinely is fascinating to me, it's actually as an idea taken a bit of a battering, because we saw, I'm actually thinking back to some of these issues around pay and people not being paid correctly by certain franchises, not in your network, but I think in retail and other spaces. There has been a little question mark over, I guess, the risks that are associated with running a franchise operation. Quite clearly your franchise network is growing and you're in a good place. So I'm wondering what are the lessons you can share for people who are either observers of, as business leaders we're keen observers of different business models, and those who are actually in a franchise, running a franchise? What's actually making yours different?
Caitlin Bancroft
It's a great question. I don't know how well I can answer that. I mean, I think a lot of it is the model itself lends itself to success. So, we have a lot of happy franchisees because they do make a lot of money from the model. It is a low-touch model, and it's designed to be, it's a 24/7 offer. So, we have a certain amount of hours in the day where there are staffed hours, but some that are not, so you can be open 24 hours, but you don't need to be paying staff for that. So, a lot of our franchisees are very successful in that, and they are profitable businesses, so I think that keeps people happier, keeps people obviously very engaged in the network as well.
I think we've done a lot of things as a business to try and drive that engagement over the years as well, and do a better job of that. I think, for example, we've set up Workplace, which is Facebook for business, and so we have all our franchisees on that platform as well, so we have opportunities to communicate with them, provide updates to them, provide best practise to them on all sorts of issues. And, again, through support office, we have a compliance team, we have a legal team, we have all those teams, and so we have a huge amount of, I guess, resource for them to tap into in terms of best practise. And even from a marketing perspective, we create for them a whole lot of execution guides and playbooks and things like that. So, our role is really to make their life easier and to simplify operations for them. And so, I think that's a huge part for us, is that we've always got that, how do we make operations simpler for them so they can just get on with running their business?
Mark Jones
Look, honestly, that's a great answer, because firstly, one, money. Make money for them. And the overhead and the stress, I imagine that's reduced through that, not having to staff it all the time. And then the resourcing. But I suspect it's also that trust factor, because getting back to the campaign, they're really trusting you to get it right. So, "What's this new shiny thing they're throwing at us from head office? Is this thing going to work? Are you going to destroy my business or build it?" I think that's the business paranoia, if I can, even as a business leader myself. When you make big calls, you have done your homework, and you're pretty sure it's going to work, but then there's that little niggle in the back of your head.
Caitlin Bancroft
Absolutely, absolutely. And I think that is our biggest challenge. Traditionally, in this business especially, as well, there's been a lot of distrust of marketing. So, I've done a lot of work over the last couple of years, we've had to really try and turn that around. I think this brand platform is the first step on that, and we're starting to see the results obviously play out with that, and we haven't lost a whole lot of clubs, and we haven't fallen in the heap, and our market share is growing, and things are good. But I think we're very mindful of that, and how we build trust. Honestly, that's probably one of our biggest challenges is around that sort of trust and driving compliance.
Because there is a lack of trust, what we find is that a lot of our clubs just go and do their own marketing. They don't follow what we would like them to follow in terms of campaigns and things like that, and they just go off and they create rogue campaigns, rogue landing pages, rogue websites, all sorts of things, because I guess that's what they've been used to doing as well. And I think because the network grew so quickly as well, what happened was they were left to their own devices a little bit, and so they went out and did their own thing. And so now, trying to rein that back in is a real challenge for us, and getting them to trust us that we are the experts and that, I guess that we're all on the same page. I mean, if they're successful, we're successful. I don't have a job if I don't make their businesses successful either. So, it's trying to educate them around that we're all on the same team, rather than us and them.
Mark Jones
Caitlin, just as we start to wrap up, a bit of a fun question. There's a couple of trainers at my gym, and I see them when they're not working at the gym. They're doing their own fitness, they're doing their own workout. They've got a hat on, different clothes, glasses sometimes, just trying to go incognito so they don't get pulled aside for free coaching. How's that work for you? Are you trying to be incognito at any of the gyms that you visit so that you don't get asked all the marketing questions and how things are going?
Caitlin Bancroft
You know what? My primary place to work out is actually at our Xtend studios, so I love those, the Xtend barre classes. So, usually you'll find me there. They're small classes and most people don't know that I work for support office, which is great.
Caitlin Bancroft
I keep my head down and no one knows. But, yeah, it's always a giveaway when you walk into one of our clubs and someone spots you. But, yeah, it's all part of the fun.
Mark Jones
Yeah, just don't wear the merch.
Caitlin Bancroft
No, exactly. Exactly right. You've got to go incognito.
Mark Jones
Yeah, great. Just briefly, tell me a little bit more about SUMHIIT, and how you're going to extend the brand in that context.
Caitlin Bancroft
So, what's super interesting around this is that while our expertise is in franchising through Anytime Fitness and Xtend, SUMHIIT will actually be corporately owned. So, we're going to start with launching one studio, that will actually be in Crows Nest, in Sydney. And, it is a new offer for this market in terms of the class format.
So, I think, because we have a huge, I guess, a group in our support office business who are fitness enthusiasts, who have a lot of experience in fitness, where I guess we're taking a lot of that best practise from franchising, but also putting it into that corporate business. I think what's different though this time and what's super interesting is that we are almost like the franchise owner , because it is our business and we're trying to make it work. So, the presale process, driving leads to that studio, it's all our responsibility. Usually what we do is we kind of go, "Okay club, here you go. Here's your club, it looks beautiful. Off you go." And so, all that falls to us. So, it's actually been quite a huge learning process for us in terms of what it actually takes to run your own business and not have all that support coming from your franchise owner, which I can imagine is actually really nice now having been on the other side.
Mark Jones
Well, look, what's the future look like for you? What are the ambitions that you've got in your caree,r and what's next for you? You've obviously done this campaign, you're seeing some growth. What's on the horizon?
Caitlin Bancroft
I think for me, what's really interesting, obviously I've been two years in this role, but I'm loving it and I'm learning every day. Like I say, working in franchising versus corporate is a completely different beast, and I feel like my work here is really just beginning in this business. There's still a lot to do. Obviously we've had the first iteration of this campaign and this brand platform, and I'm really excited for the next phase and how we evolve this, and how we better get our franchisees on board and excited, and on the Anytime train with us. So, I think for me, yeah, there's still a lot of work to be done here in this business, so I'm really excited about what's ahead and I guess growing the network and continuing to really grow the brand and be part of its success.
Mark Jones
Yeah, that's great. Well, Caitlin Bancroft, CMO at Collective Wellness Group, thank you so much for joining us on the CMO Show. Been great to have you, and all the best with the group, with all the work that you're doing, and bringing about that ongoing growth that you're speaking to. So, yeah, all the best.
Caitlin Bancroft
Thanks Mark. Thanks for having me.
***
So how is that? I think a great chat with Caitlin and some fascinating insights into the health and wellness landscape, as well as the franchise business model, which for the longest time has fascinated me.
Now, this is a model that has, of course, come under a lot of scrutiny in recent years, but from my point of view, the collective wellness group story shows that clearly defined brands and strong leadership at a corporate level is a recipe for some strong gains, as it were, that's obviously a pun. So run with that.
So that's it. See you next time on the CMO Show.