OPTIMIZATION OF COMMUNICATION MANAGEMENT IN FITNESS-ORGANIZATIONS

Abstract

The global transformation of the sphere of physical culture and sports under the influence of the digital revolution necessitates a radical rethinking of traditional models of management and communication with consumers. The article is devoted to a comprehensive study of mechanisms for improving communication management in the fitness industry, where in recent years a critical mismatch has emerged between innovative engagement technologies and the low quality of operational service support. The relevance of the work is determined by the urgent need to overcome the “communication gap”, which in conditions of socio-economic instability becomes a destructive factor for marketing loyalty of consumers. The purpose of the article is the substantiation of strategic guidelines for the modernization of the communication management system of fitness organizations based on digital transformation to improve the quality of service for the population. Materials and Methods. The empirical basis of the study was the results of a representative survey of 384 consumers of fitness organizations. The sample included clients of network, premium, and innovative digital centers. The work used a set of methods of systemic and logical analysis, theoretical generalization of specialized literature, as well as mathematical-statistical methods of data processing (frequency analysis and calculation of average values on the Likert scale). Results. The analysis allowed identifying a specific “digital paradox”: high subjective assessment of visual marketing in social networks (4.6 points) contrasts sharply with the critically low level of operational information about current changes in the work of fitness clubs. It is proved that 41.9% of clients systematically receive service information late, and 43.0% of respondents are dissatisfied with the speed of management responses via digital communication channels. A dominant strategic request of the audience for technological autonomy was diagnosed: 60.1% require the creation of a multifunctional mobile application with a personal account, and 75.0% see messengers as the essential channel for personalized support. It was established that ignoring interactive communication channels leads to a significant decrease in the loyalty index. Conclusions. It is proved that the main barrier to the development of fitness organizations in 2025 is not a lack of technical equipment, but low efficiency of communication processes. The transition to a relational management model based on integrated CRM platforms and chatbots is justified. The proposed digitalization algorithm allows automating up to 45% of typical requests, ensuring a predicted increase in customer retention by 25–30%. The results of the study have practical value for sports managers when designing integrated interaction systems in a changing market