The U.S. Fitness Industry: Membership, Revenue, and Trends in the Post-Pandemic Era

Gym with dumbbells and member training, symbolizing fitness industry growth.

Introduction

The U.S. fitness industry is a cornerstone of the global health club market, leading the world in membership count, facility numbers, and revenue. Prior to 2020, American gyms and studios enjoyed decades of steady growth, nearly doubling their membership base from 32.8 million in 2000 to 64.2 million in 2019. This expansion reflected rising health consciousness and a proliferation of new fitness concepts catering to diverse consumer preferences. However, the COVID-19 pandemic in 2020 dealt an unprecedented shock to the industry – forcing widespread club closures, revenue losses, and an abrupt shift toward at-home and digital fitness alternatives.

Today, the sector is rebounding strongly and even surpassing its pre-pandemic benchmarks. Recent IHRSA data (from the Health & Fitness Association) shows U.S. gym membership reached 77 million people in 2024, a record high up 20% from 2019 levels. Annual industry revenues are on track to recover, bolstered by pent-up demand for in-person exercise and hybrid fitness models. At the same time, consumer behavior has evolved: Americans are supplementing gym workouts with digital options, expecting more flexibility, and placing greater emphasis on value. This report provides a detailed, statistics-driven analysis of the U.S. fitness club industry – covering membership trends, revenue and performance metrics, the pandemic’s impact, segment comparisons (traditional gyms vs. boutique studios vs. virtual platforms), shifting consumer behaviors, and operational benchmarks. All findings are drawn from IHRSA’s Global Reports and U.S. consumer studies (as compiled via WodGuru and other industry sources) and are presented with a professional, analytical perspective for a consulting audience.

Membership Growth: Historical and Current Trends

The United States has by far the largest fitness club market globally, with 64.2 million Americans holding gym memberships in 2019 – more than any other country. This represented roughly one in five Americans (ages 6 and older) and capped a long period of expansion. From 2000 to 2019, U.S. gym memberships nearly doubled (rising from ~32.8 million to 64.2 million), reflecting a 2.5% average annual growth rate over the 2010s. In 2019 alone, about 73.6 million Americans (25% of the 6+ population) used a health club at least once – including both members and non-member visitors. These record figures underscored a maturing yet resilient industry: a “peak” that was soon interrupted by the pandemic.

Membership levels dipped and rebounded: During the COVID disruptions of 2020, many Americans froze or canceled gym memberships, but industry counts recovered surprisingly fast. By the end of 2021, U.S. club membership had climbed back to 66.5 million (ages 6+) – roughly 3.8% higher than two years prior, despite ongoing restrictions. This rebound accelerated in the subsequent years. In 2022, the number of Americans belonging to a fitness facility increased 3.7% to reach 68.9 million, surpassing the 2019 pre-pandemic baseline. As of 2024, U.S. membership hit a new high of 77.0 million – equivalent to 25% of the population – according to IHRSA’s latest consumer report. This means roughly one in four Americans now holds a gym, studio, or fitness club membership, a remarkable milestone in participation.

Notably, the growth in membership has come not just from traditional user groups but also new demographics. The 55 and older population’s gym participation increased 231% over the past 20 years – a testament to older Americans increasingly embracing fitness. Young adults remain the largest segment of gym-goers (those 18–34 are the single biggest age group), and Gen Z and Millennials show especially high engagement – with about 72–73% of those cohorts using fitness facilities according to recent surveys. In 2019, approximately 36% of U.S. health club members were Millennials, reflecting the influence of younger consumers. The gender balance among members is roughly equal (about 52% female and 48% male in recent estimates), indicating broad appeal across genders. Overall, membership penetration (share of the population with a gym membership) has climbed to its highest level ever in the U.S. at 25% in 2024, up from ~20% in 2019. This expansion suggests that despite the rise of home workouts, Americans continue to value the structure and community of fitness facilities.

Industry Revenue and Value Trends

The U.S. fitness club industry’s financial footprint is substantial and closely tied to membership trends. In 2019, total U.S. health club industry revenue was about $35.0 billion. This constituted the largest share of the global fitness market (which was valued at $96.7 billion globally in 2019). On average, that year each U.S. fitness facility generated roughly $0.85 million in annual revenue, given approximately 41,370 clubs nationwide, and each member contributed about $544 per year in revenue (implied by revenue/member calculations).

It’s worth noting that membership fees are the primary revenue driver – and according to IHRSA data, the average gym membership cost is around $51 per month (approximately $612 per year). However, price points vary widely by segment: budget gyms (e.g. high-volume national chains) often charge <$25 per month (indeed nearly 40% of U.S. gym-goers pay under $25/mo), whereas boutique studios and premium clubs charge higher fees (averaging ~$90 per month at boutique fitness studios). This pricing stratification means average revenue per member can differ significantly across business models, which we explore in a later section. Ancillary services – personal training, spa services, merchandise, etc. – also contribute to revenues, but membership dues remain the core of industry income.

Revenue growth mirrored membership growth in the pre-COVID period, with modest but steady increases annually through the 2010s. For example, from 2009 to 2019 the global fitness club market revenue grew 43.9% overall, and the U.S. maintained its position as the top market with ~$35B of that in 2019. IHRSA reported that North American club revenues grew at roughly ~2–3% per year on average prior to 2020, consistent with membership gains. The average revenue per U.S. club in 2019 (≈$846,000) can be further understood by facility type: a large full-service gym might earn several million in annual revenue, whereas a small boutique studio could be in the low hundreds of thousands – but collectively they summed to the $35B industry size.

The pandemic caused a sharp revenue contraction. Government-mandated club closures and membership freezes in 2020 led to an unprecedented decline. U.S. industry revenue plummeted ~58%, from $35.0 billion in 2019 to only $14.6 billion in 2020. This steep drop reflects the months-long shutdown of gyms in spring 2020 and capacity restrictions thereafter. Even by 2021, revenues had not fully rebounded: global health club revenue was still only $54.2B in 2021 (down 44% from 2019), implying the U.S. market likewise was tens of billions below normal levels that year. Industry analysts estimate the U.S. sector lost a cumulative $13.9B in revenue from March to August 2020, and a further $29.2B from March 2020 through June 2021 due to COVID-related disruptions. In essence, about a year’s worth of revenue was erased during the pandemic.

Encouragingly, financial recovery is now well underway. As restrictions eased, many clubs saw revenues climb back toward pre-pandemic levels in 2022 and 2023. IHRSA cites a projected 7.7% annual growth rate for the gym industry in 2024, and estimates that U.S. industry revenues have rebounded from the ~$15B trough in 2020 and are on track to exceed pre-pandemic figures by 2025. For example, market research indicates the U.S. gym market size was ~$33.25B in 2022 and ~$35-36B in 2023 – essentially back to 2019’s scale. The resurgence of membership (detailed earlier) directly fuels this revenue recovery. Average dues also saw some upward movement; many clubs froze or discounted fees during closures, but by 2022 average monthly dues had normalized and even increased slightly in some segments. According to IHRSA’s 2022 consumer report, average monthly dues were around $50–$55 in 2022 (up a few percent from 2020). This suggests clubs largely restored pricing power post-pandemic, although inflation and higher operating costs have also played a role.

Looking at revenue per member and per club: The bounce-back in membership numbers combined with higher-value offerings (like hybrid memberships) has kept revenue per member relatively stable. For instance, dividing the 2022 revenue by 68.9M members yields roughly $500 per member annually – consistent with prior averages, given the mix of low-cost and premium memberships. Meanwhile, many weaker clubs did not survive 2020–2021, meaning fewer clubs now share the revenue pie. With about 22% of U.S. gyms permanently closing due to the pandemic’s fallout, the industry’s revenue is now generated by a smaller base of facilities. This implies that the average revenue per surviving club has likely increased. If approximately 32,000–35,000 clubs remained by 2022 (down from ~41,000 in 2019), then the average revenue per club in 2022 could be on the order of $1.0–1.1 million, significantly higher than the pre-COVID average. Larger chains, in particular, have reported strong financial performance in 2022–2023 (as discussed later), contributing to higher per-unit revenues.

In summary, after a dramatic dip in 2020, the U.S. fitness industry’s revenue trajectory is back on a growth path. Total revenues are approaching their 2019 peak and expected to achieve new highs in the coming years. A combination of membership growth, ancillary digital revenue streams, and market consolidation (fewer clubs serving more members) is shaping this financial recovery.

The COVID-19 Impact and Post-Pandemic Recovery

No analysis of recent fitness industry trends can overlook the seismic impact of the COVID-19 pandemic. Nearly overnight in March 2020, gyms and studios across America were forced to close for safety reasons. By April 2020, an estimated 96% of health and fitness clubs worldwide were closed, and U.S. facilities were largely shuttered for months. This led to a huge drop in foot traffic: in April 2020 only 20% of Americans felt comfortable going to a gym at all. Surveys at the time found 49% of people felt very uncomfortable with visiting gyms during the pandemic, and 68% said they were much less likely to return to their gym in mid-2020 due to COVID concerns. In fact, 25% of U.S. gym members indicated they would not be returning to their fitness club in the foreseeable future during the early stages of the pandemic.

The immediate consequences were stark: mass membership cancellations or freezes, layoffs of staff, and a rapid pivot to virtual offerings. Gym visitation plummeted. Total annual check-ins fell from 6.7 billion visits in 2019 down to 4.5 billion in 2021. The average active member went from using their club ~109 times per year (2019) to just 72 times per year in 2021 as capacity limits and personal caution reduced frequency. Such statistics quantify the “engagement gap” created by the pandemic – even though membership counts recovered by 2021, many members were attending far less often than before. Indeed, average weekly attendance per member dropped from 2.1 visits in 2019 to about 1.4 in 2021. By 2023–2024, this metric has only partially rebounded; average member attendance stabilized around 1.5 visits per week in 2024, still well below pre-COVID habits. This suggests that while people returned to gyms, they diversified their physical activity (mixing gym workouts with home, outdoor, or other activities).

Permanent club closures were another painful outcome. IHRSA reports roughly 22% of U.S. fitness facilities closed permanently between 2020 and 2021 due to the financial strains. Thousands of boutique studios and independent gyms, often operating on thin margins, could not survive the prolonged shutdown and membership attrition. The boutique studio segment was especially hard-hit: about 30% of U.S. boutique fitness studios closed permanently during the pandemic. This had a broader industry impact since pre-COVID nearly 40% of all U.S. gym-goers were members of studios (a larger share than those using traditional gyms). By the end of 2021, U.S. studio memberships had declined 36.8% from 2019 levels, a net loss of over 9 million studio members. Traditional gyms and full-service health clubs also saw membership declines in 2020, but many of the big players (especially low-cost chains) weathered the storm comparatively better, aided by stronger capital reserves and the ability to scale back operations temporarily.

Yet, from late 2021 onward, the industry mounted a significant recovery. The widespread rollout of vaccines, lifting of lockdowns, and public eagerness to resume normal activities all contributed. By the close of 2022, U.S. gym membership counts not only recovered but exceeded pre-pandemic numbers (68.9M vs. 64.2M in 2019). This indicates that many who left returned, and new consumers entered the market, perhaps motivated by a renewed focus on health. Health & Fitness Association data highlights that the number of fitness facility customers (members + non-member visitors) reached nearly 96 million in 2024, which is 31% of Americans – the highest participation rate ever. In other words, despite the setbacks, the pandemic may have ultimately spurred a greater appreciation for structured fitness, as individuals sought to improve their health and immunity. Indeed, global surveys show 86% of consumers in 50+ countries are now more motivated to improve their physical health than in the past, a positive sentiment shift that bodes well for fitness businesses.

Operational adaptations were crucial in facilitating the recovery. Gyms implemented enhanced health protocols (sanitation, air filtration, spacing of equipment) to rebuild consumer confidence. Many clubs reconfigured their offerings to include outdoor classes, reservation systems to control crowding, and hybrid memberships (combining in-person and digital access). By late 2020, some innovative studios actually saw usage climb back; for example, boutique studios leveraging booking apps had attendance nearly back to pre-COVID levels by end of 2020, according to an ABC/Glofox report. While that was not universal, it demonstrated latent demand. Consumer comfort returned gradually – by 2022, most Americans reported feeling comfortable in gyms again, and the share of people saying they planned to quit gyms due to COVID fears dropped dramatically.

Another trend was the migration of workouts to home and digital channels during the pandemic. Home fitness equipment sales skyrocketed (up over 130% at the peak of lockdowns), and fitness app downloads surged by 46% globally in 2020. Even as gyms reopened, a hybrid mindset emerged among consumers. In mid-2020, over 70% of Americans were considering home fitness options or digital subscriptions as an alternative to gym workouts. And more than 85% of gym members tried virtual workouts during the pandemic (e.g. online classes). This mass experiment with digital fitness has permanently altered the landscape – many people discovered they enjoyed the convenience of at-home exercise, at least as a supplement to gym training.

Thus, the post-pandemic period is characterized by a hybrid recovery: gyms are full again, but members are utilizing them a bit less frequently and augmenting with other options. IHRSA’s 2023 data notes that many Americans now blend gym attendance with outdoor activities, home workouts, and sports. The average member is at the facility ~1.5 times a week (down from 2+), because on other days they might be doing a Peloton ride at home, a neighborhood run, or a yoga class via Zoom. Digital fitness spending remains ~30–35% higher than pre-pandemic levels, and about 30% of consumers say they will spend more on online fitness even as they return to gyms. In fact, 60% of gym members now express a preference for hybrid memberships (which allow both in-person and virtual workouts). Clubs have responded: over 40% of fitness facilities have implemented hybrid options as of 2023, integrating on-demand video classes, trainer livestreams, or mobile apps as part of their membership package.

In summary, COVID-19 initially devastated the fitness club industry, but the recovery has been robust. Membership and usage are climbing back, albeit with new patterns. The industry is emerging more digital-friendly and possibly more resilient – having proven that it can adapt offerings quickly. The pandemic underscored the social and motivational value of gyms (many consumers missed the gym atmosphere, citing “gym fatigue” from working out alone at home), and at the same time expanded the definition of what a “fitness membership” entails. Going forward, the successful clubs will likely be those that continue to offer flexible, omnichannel fitness experiences to meet consumers where they are – whether that’s on the gym floor or on a smartphone screen.

Segment Performance: Traditional Gyms vs. Boutique Studios vs. Digital Platforms

The U.S. fitness industry encompasses a variety of facility types and business models. Broadly, we can distinguish traditional gyms/health clubs, boutique fitness studios, and digital/virtual fitness platforms. Each of these segments saw different performance trajectories in recent years, and their comparative fortunes have shifted around the pandemic period.

Traditional gyms and health clubs: This category includes full-service clubs (often multi-purpose, with a wide array of equipment and amenities like pools, courts, etc.) as well as “fitness-only” gyms that focus mainly on cardio and weight training floors. Prior to COVID, traditional gyms enjoyed steady growth but at a moderate pace. Many such clubs are large chains (e.g. LA Fitness, 24 Hour Fitness, YMCA, and low-cost franchises like Planet Fitness) and were considered the mainstream option. In 2019, approximately 30% of U.S. fitness consumers belonged to fitness-only gyms (making it the second-largest segment after studios).

During the pandemic, traditional gyms suffered heavy revenue losses due to their size and fixed costs, but many were able to survive by cutting expenses and leveraging their scale. By 2022, the traditional gym segment – especially budget-friendly gyms – rebounded strongly. For instance, Planet Fitness (a prominent low-cost chain) reported 17 million members at the end of 2022, up 12% from 15.2 million in 2021, and it further grew to 18.4 million by mid-2023. Large chains and franchises generally led the recovery: the top 25 U.S. club operators saw an average +15% membership growth in 2022, as they opened new locations and attracted returning exercisers (including many former boutique members whose studios closed). Lower-priced gyms in particular capitalized on post-pandemic demand for affordable fitness; publicly traded chains with value-oriented models showed improved performance in 2023 relative to 2022. IHRSA’s data indicates franchise gyms and multi-brand operators expanded their footprint between 2021 and 2022, filling some gaps left by shuttered independents.

Traditional clubs also adapted by adding studio-style programming within their facilities. Many big-box gyms now offer boutique-esque classes (cycling, HIIT, yoga) as part of membership, trying to capture the appeal of specialized studios. This strategy paid off, as consumers seeking one-stop value gravitated to clubs that provide diverse offerings under one roof. By 2024, fitness-only gyms in the U.S. reached 22.2 million members (nearly on par with studio memberships). Overall, the traditional gym segment is in a position of relative strength post-COVID, thanks to increased market share from closures elsewhere and an emphasis on affordability and comprehensive services.

Boutique fitness studios: Boutiques are small, specialized studios focusing on a particular exercise modality or experience (e.g. cycling, barre, CrossFit boxes, bootcamps, yoga studios, etc.). They were the darling of the industry in the 2010s, often boasting higher prices, trendy environments, and highly loyal clientele. Boutique studios grew rapidly pre-2020 – IHRSA notes that segment saw some of the strongest annual performance, and by 2019 about 40% of U.S. fitness members belonged to a studio (versus 30% in traditional gyms). This decade-long boom was driven by consumers willing to pay a premium ($100+ per month) for community-oriented, niche workouts and by investors flooding the space (leading to brands like SoulCycle, OrangeTheory, F45, etc. scaling up).

The pandemic, however, hit boutiques disproportionately hard. Many studios had intimate class spaces not conducive to social distancing, and they generally lacked the capital reserves of big gyms. As mentioned, about 30% of boutique studios permanently closed in 2020–2021. Membership in surviving studios also dropped: U.S. studio memberships fell ~36.8% from 2019 to 2021, a far steeper decline than the overall industry. Even as of 2022, the boutique segment’s total membership was still significantly below pre-pandemic levels. This is reflected in the 2024 data: studios have ~23.1 million members in 2024, which is actually slightly less than they likely had in 2019 (estimated ~25–26 million). Nonetheless, by 2024 studios remained the single largest facility-type category (23.1M vs 22.2M in gyms), indicating that boutique fitness is recovering and still highly relevant.

Boutiques that survived often did so by pivoting to digital and outdoor classes, renegotiating rents, and relying on strong community support. Many implemented virtual class offerings during lockdowns, effectively becoming hybrid digital studios (e.g. yoga studios live-streaming classes). This helped maintain engagement, though revenue from virtual classes generally couldn’t fully replace in-person volume. By late 2021, as restrictions eased, boutique attendance started bouncing back – some reports showed boutique class bookings recovering to near pre-COVID levels by end of 2020 for certain formats. Additionally, loyal customers returned as soon as they were able; boutique studios historically have higher retention of core members (often with ~75–80% annual retention vs ~71% at typical clubs).

One challenge is that the boutique consumer tends to skew towards higher income brackets, and some in that demographic invested heavily in home fitness during the pandemic (Peloton bikes, home gyms), making them slower to return or more likely to adopt a hybrid routine. Also, the shakeout means less competition but also less choice in some markets – the studios that remain might be enjoying higher class fill rates now, but total membership is spread across fewer locations. IHRSA’s 2023 outlook identified “rebuilding the boutique studio segment” as a key challenge ahead. Still, executives are optimistic: many boutique operators expect growth >5% in the coming year, showing confidence that consumers will continue to seek specialized, experience-driven workouts.

In terms of financial performance, boutique studios generally command higher revenue per member (given $90+ monthly fees and additional spend on merch, etc.) but have lower member counts per location (often a few hundred active members is a full studio). The pandemic closures eliminated many marginal players, so the survivors (and new entrants in 2022–23) could capture pent-up demand. Notably, some boutique franchises (e.g. F45, Club Pilates) resumed rapid expansion by late 2022. According to industry data, boutique attendance growth was strong in 2022, and by 2023 some boutique chains were reporting being near or above 2019 membership numbers. For example, XYZ Yoga (hypothetical) might have had to close locations in 2020, but their remaining studios are now full with waitlists as health-conscious consumers return. Key takeaway: Boutique studios continue to be a vital segment, but they face a rebuilding process. Those that differentiate with superior experiences and hybrid offerings are likely to regain momentum fastest.

Digital and virtual fitness platforms: The third segment comprises fitness delivered via technology – including on-demand workout apps, live streaming class services, connected fitness equipment (Peloton, Mirror, Tonal, etc.), and wearable-integrated programs. Prior to 2020, digital fitness was a growing but secondary part of the industry. The pandemic dramatically accelerated its adoption. With gyms closed, fitness app usage and digital subscriptions exploded. Mindbody reported that in 2020 over 85% of gym-goers tried virtual workouts, and by mid-2020 nearly 75% of surveyed exercisers said they would continue using online fitness even after gyms reopened. The online fitness market surged – globally it is projected to reach $59 billion by 2027 (33% CAGR from 2020), and as high as $106B by 2030. U.S. digital fitness companies (e.g. app providers, streaming platforms) saw substantial revenue growth in 2020–2021. Peloton, for instance, more than doubled its user base in 2020.

However, digital fitness has not simply replaced physical gyms; rather, it has become a complementary offering. As pandemic pressures eased, growth in purely digital platforms cooled (Peloton’s growth, for example, slowed and the company faced challenges by 2022). Many consumers gladly returned to gyms for the equipment variety and social atmosphere they lacked at home. Still, a permanent shift occurred in consumer expectations: gym members now demand digital integration. Recognizing this, traditional operators themselves launched or enhanced digital offerings (e.g. Gold’s Gym’s online platform, Life Time’s digital membership tier). Hybrid memberships are increasingly common – IHRSA notes that gyms offering both in-person and virtual options have seen 20–25% higher revenue compared to those sticking to traditional models. Roughly 40% of fitness facilities in 2023 offer a hybrid membership that grants access to a library of online classes or trainer support apps alongside club access.

From a competitive standpoint, the line between digital and physical segments is blurring. Tech companies have partnered with brick-and-mortar clubs (e.g. ClassPass, which aggregates studio classes, was acquired by Mindbody and works alongside studios). Wearable makers like Apple and Garmin are integrating gym equipment data and offering guided workouts, effectively weaving digital fitness into the gym experience. Fitness apps remain extremely popular: as of 2020, leading apps like MyFitnessPal had 19+ million U.S. users and overall fitness app downloads reached 21.5 million in the U.S. during 2020 alone. Engagement is high – 56% of users access fitness apps more than 10 times a week, and 75% open them daily. These stats indicate that even gym-goers often use apps to track progress or get workouts.

In terms of revenue, digital fitness spending by consumers jumped ~30–35% post-pandemic and remains elevated. The market for fitness wearables and equipment also grew: for example, U.S. wholesale sales of home gym products in 2022 were ~50% higher than in 2019. Yet, pure digital players face a more crowded market now, and user retention can be an issue (fitness apps historically have low 30-day retention ~6%). The likely scenario is a convergence: traditional fitness brands have developed online content, while digital brands are seeking physical touchpoints or studios (note that Peloton started placing bikes in hotels and opened showrooms/studios). The industry recognizes that many consumers want “anywhere fitness” – the ability to work out at the club some days, at home on others, under one membership ecosystem.

To compare performance: traditional gyms have regained and even grown membership counts, driven by affordability and breadth; boutique studios took a hit but are recovering, driven by specialization and community; digital platforms saw a spike and then normalization, and now integrate as a feature across both of the other segments. According to IHRSA’s latest report, in 2024 studios are the single largest category (23.1M members) with fitness-only gyms close behind (22.2M). The remainder (approx ~31 million members) are in multipurpose clubs, YMCAs, corporate fitness centers, etc., which can be considered “traditional” as well. This breakdown shows that studios and gyms are collectively capturing the majority (~60%) of members, while the pure-digital (no physical component) subscriptions are not counted in these membership totals. It’s likely, however, that tens of millions of Americans engage in digital fitness content without an official club “membership”. For instance, a person might use free YouTube workout videos or have a $12.99/month Peloton Digital subscription without belonging to any gym; those users are part of the broader fitness industry, just not captured in IHRSA’s club member statistics.

In conclusion, each segment has its role: big gyms offer cost-effective convenience and one-stop shops (and have largely bounced back), boutiques offer high-engagement experiences (recovering but needing to rebuild), and digital offers flexibility and reach (now an essential complement to physical clubs). The successful fitness businesses of the future are likely those that can integrate strengths of all three – for example, a chain of clubs that offers boutique-quality classes and robust digital content under one membership. IHRSA data underscores that the industry is moving towards an omnichannel model where brick-and-mortar and virtual fitness not only co-exist but mutually reinforce each other to grow the overall market.

Consumer Behavior Shifts and Demographics

The fitness industry’s evolution is as much about consumer behavior as it is about raw numbers. In the U.S., gym-goers’ habits, preferences, and composition have undergone notable shifts in recent years. Key areas to examine are membership retention and churn, usage patterns, reasons for joining or leaving, and the demographic profile of members (age, gender, income, etc.).

Retention and churn rates: Keeping members enrolled and active is a perennial challenge for gyms. According to IHRSA, the average annual retention rate for member clubs is about 71.4%. In other words, roughly 28.6% of members cancel their membership each year at the typical gym. Boutique studios historically report slightly better retention (around 75–76% on average), likely due to stronger community bonds and commitment. Yet industry-wide, churn is high. It’s reported that 50% of new members quit within the first 6 months of joining – a striking statistic that has remained consistent into recent years (IHRSA 2020 data) and highlights the crucial window of onboarding. Additionally, each year roughly 8% of male and 14% of female members cancel their memberships (these gender differences may reflect life events, preferences, or possibly that women hold memberships they use less often). Overall, health clubs must replace 25–30% of their member base annually just to stay even, which underpins the constant sales and marketing efforts in the industry.

The pandemic initially drove a spike in cancellations (voluntary or forced by closures), but interestingly, many of those members eventually returned. However, consumer expectations have increased – members will not hesitate to leave if they aren’t getting value. Cost and lack of use are the top reasons for quitting: about 38% of ex-members cite high fees as a reason for cancellation and 23% cite not using the club enough to justify it. This was true before COVID and remains true after. Indeed, Americans waste an estimated $1.3 billion annually on unused gym memberships, and a famous statistic (often cited by IHRSA and others) is that 67% of gym memberships go completely unused – essentially “phantom members” who sign up and stop showing up. While that 67% figure may be an overstatement in some contexts, it underlines the utilization gap: many people struggle with consistency, leading to churn.

Retention strategies have become more critical. IHRSA data shows that effective onboarding can dramatically improve retention – 87% of members who have a positive onboarding experience are still active after 6 months. Additionally, regular staff interaction helps; clubs found that just two meaningful staff interactions per member per month can cut cancellation rates by up to 33%. Providing goal-setting support is another tactic: an impressive 94% of members who set fitness goals (often with staff assistance) remained active after 9 months. These figures emphasize personalized engagement as a key to keeping people.

The financial importance of retention is huge – a famous metric (attributed to IHRSA and Harvard Business Review studies) notes that a mere 5% increase in retention can boost profits by 25% to 95%. This wide range reflects how much more cost-effective it is to retain an existing member than acquire a new one. Consequently, many gyms introduced or expanded loyalty programs and tech-driven engagement during the pandemic recovery. (As a side note, loyalty initiatives have proven effective across industries: about 58% of brands see increased repeat purchase due to loyalty programs, and loyalty members generate 12–18% more revenue growth per year.) In fitness, loyalty might include milestone rewards, referral bonuses, or targeted class recommendations to keep members involved.

Attendance and usage patterns: We’ve touched on frequency (visits per week dropping from ~2 to ~1.5 post-COVID). Beyond frequency, how members use their gyms is illuminating. Gym usage statistics show a wide variety of activities taking place:

• About 38% of members use training and workout equipment (machines/weights) as a primary activity. This is the classic solo workout segment.

• Around 30% utilize sports or cardio-specific equipment (like basketball courts, boxing bags, specialty functional rigs).

• 29% of gym-goers work with a personal trainer, reflecting a significant fraction seeking professional guidance (this stat aligns with other reports that roughly 1 in 3 members have purchased personal training at some point).

• Roughly 21% participate in coached group classes or team training sessions regularly. If anything, participation in group exercise is even higher when considering occasional use – one industry survey found 85% of gym-goers attend group fitness activities at least twice a week, and 43% do so four times a week. Group exercise remains a major draw and a retention booster.

• 24% of members use pools (aquatics) and 24% use wellness facilities (like saunas, steam rooms, etc.). Amenities like these are key differentiators for full-service clubs.

• 23% seek professional advice beyond training – e.g. nutritional consultations or wellness coaching.

• Notably, even online content is used in-gym: about 20% of gym members engage in online courses or workouts through their facility. This might mean using the gym’s app for guided workouts on-site, or participating in a virtual class while at the gym. An additional ~20% use the gym’s sports facilities (courts, fields), and 14% use outdoor training areas if offered.

These numbers demonstrate that members expect a range of services. The modern fitness consumer might lift weights one day, join a yoga class the next, swim laps another day, and sometimes do a virtual workout at home on the weekend – all under the auspices of one membership. This multifaceted engagement is both an opportunity and a challenge for operators: it drives home the importance of offering diverse, quality programs and spaces (or partnering to provide them).

Peak usage times also shape operations. While not the focus of this report, it’s useful to note gyms still see the heaviest traffic in the evenings (roughly 5–8 PM, which accounts for ~60% of weekday attendance). This has implications for staffing and capacity planning.

Demographic breakdowns: Understanding who gym members are helps tailor marketing and services. Key demographic insights include:

• Age: As mentioned, young and middle-aged adults dominate membership. Roughly 60% of members are 20–64 years old, with the largest single age segment being 18–34. IHRSA’s pre-pandemic data noted that seniors (65+) were the smallest segment (indeed “seniors 55 and up are the least likely to go to the gym” historically), but they are growing. The 55+ group’s 231% participation increase over two decades is a standout trend – driven by aging Boomers and more retiree wellness programs – yet older adults still represent a minority of total members (likely around 15–20% of members). The typical member is getting slightly younger in recent years, as Gen Z enters the market: high school and college-age membership has risen, aided by initiatives like discounted student memberships and a cultural emphasis on fitness in younger cohorts.

• Gender: The split is very close to half. Currently ~52% female vs 48% male membership is reported. This parity is the result of a long-term trend – historically, men had slightly higher representation in gyms, but women’s membership grew steadily, and by around 2015 it equalized. Today, virtually equal participation indicates fitness is universally marketed. There are nuances: certain activities skew by gender (e.g., weight rooms still tend to have more men, group classes often more women, though those gaps are narrowing). Interestingly, despite equal membership rates, women’s self-reported exercise time is a bit lower on average (women average 18 minutes/day, men ~26 minutes/day for sports & exercise per national stats), but women engage in other wellness activities more. For gyms, the equal gender mix means facilities need to cater to a broad range of preferences and ensure an inclusive environment.

• Income: Gym members tend to have above-average household incomes, though the rise of budget gyms has expanded access. Approximately 60% of members have mid-to-upper income ($50k–$100k+). In fact, about 43% of U.S. gym members earn over $75,000 annually. Higher income groups historically have higher gym participation rates – they can afford memberships and often prioritize health. This is why premium clubs and boutique studios thrived pre-2020: they attracted affluent customers seeking upscale experiences. However, post-2020 there is some indication of broader socioeconomic reach. The typical member in recent years is somewhat less affluent than before, likely because low-cost clubs gained members and because economic factors pushed some to cheaper options. Still, the gym-going population skews toward those with discretionary income for fitness. Also, IHRSA notes that higher-income members tend to use the gym more frequently than lower-income members – for example, “core users” (100+ visits/year) often have incomes above $150k.

• Education: Education correlates with gym use. An estimated 46% of U.S. gym members are college graduates. Higher education often links to higher income and health awareness, which in turn relate to gym membership.

• Occupation: Professionals and managers are a major constituency. Around 36% of gym attendees are in professional or managerial occupations. This ties back to income and lifestyle (many companies also offer fitness benefits to employees, boosting this group’s representation).

• Race and ethnicity: The majority of U.S. gym members are White (non-Hispanic), but diversity is increasing. In 2019, roughly 66% of members were White, about 13% Hispanic, 12% African American, and 7% Asian. These figures roughly track the U.S. demographic makeup, though Hispanics and Blacks were slightly underrepresented relative to their share of the total population. From 2010 to 2019, the number of White gym-goers grew 25.6% (from ~33.9M to 42.6M). Growth among minority groups has also been strong – for example, African American membership grew considerably as well (not given here, but implied by overall rise in diversity). The industry is becoming more ethnically diverse over time, and indeed IHRSA’s 2024 report notes the typical member base has trended “more ethnically diverse in recent years”. This is likely due to outreach programs, increasing presence of gyms in diverse communities, and demographic changes (younger generations in the U.S. are more diverse and also joining gyms).

• Urban vs rural: Fitness facilities (and membership) are concentrated in urban and suburban areas. About 81% of gym members are urban residents vs 19% rural. Rural populations have less access (fewer nearby facilities) and possibly different lifestyle activity patterns. However, the proliferation of 24-hour express gyms and digital fitness is slowly bridging the urban-rural gap.

Consumer motivations and shifts: The fundamental reasons people join gyms (improving health, managing weight, building strength, socializing, stress relief) remain consistent. However, the pandemic seems to have heightened the health motivation. Surveys show people now place an even greater value on health – e.g., 64% of Americans said wellness is more important than other leisure pursuits and 87% maintained or upped wellness spending in 2022. This is translating into more people prioritizing fitness memberships (hence the rise to 25% penetration). On the flip side, cost sensitivity is high given economic conditions (inflation, etc.). Many consumers have become deal-seekers, gravitating to low-cost gyms or using class packs instead of full memberships. The success of budget chains like Planet Fitness – which now constitutes a significant portion of total U.S. members – highlights this. Affordability, as HFA’s 2025 trends report stresses, is key to expanding access since cost is a top cited barrier.

Hybrid behavior is a defining shift: consumers are now mixing modalities. An IHRSA-McKinsey study in 2020 found 75% of gym members plan to return to physical gyms, but 30% also intend to continue spending more on at-home workouts. This dual approach didn’t really exist at scale pre-2020. Now, a gym member might concurrently subscribe to a digital platform or own home equipment. Fitness businesses must account for this by offering integrated experiences (for example, an app to use when not at the gym).

Multi-club usage also grew in the last decade. In 2019, nearly one out of four members belonged to more than one fitness facility – perhaps a yoga studio and a traditional gym, or multiple studio memberships. This reflects the diversification of fitness routines. While economic pressures might reduce multiple simultaneous memberships for some, others continue to mix and match to get all the activities they enjoy. It’s not uncommon for an enthusiast to have a gym membership for weight training plus a boutique class package for something like reformer Pilates.

In terms of engagement tactics: Gamification and challenges have been widely adopted to influence behavior. Many gyms run fitness challenges, provide milestone badges (tracked via apps), or social recognition for attendance streaks, all in service of keeping members engaged and coming back. The earlier statistic that goal-setters have a 94% nine-month retention underscores how aligning with personal goals can lock in adherence.

Lastly, customer expectations for convenience are higher. The rise of online booking for classes, mobile app check-ins, on-demand content, etc., means gyms that deliver a seamless experience (digitally and in-person) are rated more favorably. Self-service convenience (e.g. 24/7 access, easy app-based scheduling) can influence someone’s choice of facility now – a notable change from a decade ago when such tech features were “nice to have” rather than expected.

In summary, the modern fitness consumer is demanding but dedicated: they expect value for money, flexible options, and a personalized experience. They will switch or supplement with other solutions if a gym doesn’t meet their needs. Demographically, the member base is broadening – slowly becoming younger and more diverse – and yet still skewed toward those with greater means. The challenge (and opportunity) for the industry is to improve retention by better serving all segments: engaging newcomers so they don’t drop out after a few months, providing affordable options to reach the inactive portions of the population (still 75% of Americans aren’t meeting activity guidelines), and continuing to innovate programming to keep exercise interesting.

Operational Benchmarks and Facility Performance Metrics

To gauge the health of fitness businesses, it’s useful to look at operational benchmarks such as average visits per member, membership per club, facility size and offerings, and other performance indicators. We’ve touched on several of these in context, but here we summarize key benchmarks:

• Average visits per member: Prior to the pandemic, an average gym member visited their club around 9 times per month (which is ~109 visits annually in 2019). As noted, this fell to about 72 visits in 2021, and has likely climbed back to roughly 80–85 visits/year by 2023. In weekly terms, that’s ~1.5–1.6 visits/week currently, versus ~2.1 visits/week in 2019. This metric is crucial for clubs as it correlates with retention (more engaged members are less likely to cancel). Many clubs monitor visits per member per month closely, often aiming for at least 4–8 visits/month as a baseline for an “engaged” member. It’s noteworthy that in 2022, overall U.S. fitness facility usage (members + non-members) reached 27% of the population – the highest ever – but the frequency of each member’s attendance was still in recovery mode.

• Members per club: With 41,000+ facilities and 64 million members in 2019, the average membership per facility was roughly 1,550 members per club (this includes everything from large gyms with 10,000 members to small studios with 150). Post-pandemic, because the number of clubs shrank, the average members per remaining club has increased. If we assume ~35,000 clubs in 2022 and 69 million members, that averages to about 1,970 members per club. In practice, big low-cost gyms often have 5,000–10,000 members each, whereas a boutique studio might cap at a few hundred. IHRSA’s Global Report highlighted that multi-club memberships were rising (25% of members had access to more than one facility in 2019), so some of those “members per club” are duplicates across facilities. But from an operator’s perspective, these numbers suggest scale: a typical mid-sized gym might target 1,000–3,000 members to be financially healthy (depending on dues level). Utilization rate (percentage of members who actually use the club regularly) is another internal stat – recall that up to 67% of members might be inactive, which often is because many members join and attend briefly, then stop coming (though they may remain paying for a while).

• Facility size and amenities: The average square footage for U.S. fitness facilities ranges widely. A large health club can be 40,000–60,000+ square feet, whereas a boutique studio might be 2,000 sq ft. There isn’t a single average that’s meaningful across the board. However, a trend in the 2010s was the rise of smaller-footprint studios, which brought down the average size. Now, with many studios gone and some big clubs expanding functional areas (for spacing and multi-use), the pendulum may swing slightly back to larger facilities on average. Operational capacity (how many people can workout at once or per day) ties to size and equipment count. Pre-COVID, many urban clubs were hitting capacity at peak times; now, with hybrid usage, the loads might be more spread out, but peak crowding still occurs 5–6 pm weekdays.

• Services offered per club: A competitive facility today typically offers multiple services. Common amenities include: personal training (offered by virtually all clubs; ~29% member uptake), group exercise classes (again nearly universal in full-service clubs; 21% weekly participation among members), cardio and strength equipment (100% of gyms), locker rooms and showers (~84% of clubs, except some express gyms), childcare (offered in many big-box gyms), pools (~20% of U.S. clubs have a pool), spa/sauna (~1 in 4 clubs), sports courts (basketball, racquet sports in maybe 10-15% of clubs), and nutritional or health coaching services (increasingly offered, sometimes via partnerships). According to IHRSA, wellness offerings are a growing focus – 58% of gym-goers participate in wellness programs if available, and 77% say access to wellness amenities influences their choice of club. Services like recovery rooms, meditation classes, or physical therapy are starting to appear as differentiators.

• Operational finances: For a snapshot, by Q3 2020 (amid the pandemic), average operating expenses for U.S. gyms were about $23,771 per month on a limited basis (many expenses were cut). Normally, expenses scale with club size – a big club might have $100k+ in monthly expenses. Labor (staff payroll) is typically the largest expense (often 40-50% of expenses), followed by rent/lease (20-30%), then utilities, equipment leases, marketing, etc. Post-2020, labor shortages and wage inflation have impacted clubs – many have had to raise wages to attract trainers and front-desk staff, affecting margins. But concurrently, revenue per member has increased in some cases (through higher dues or more revenue streams per member).

• Member-to-trainer ratio and class sizes: Pre-COVID benchmarks were often around 1 trainer per 200 members in a club (depending on how many members purchase training – recall 30% do, but not all concurrently). Group class attendance can range from 5–30 people per class on average. These metrics matter for service quality. One interesting stat: personal training studios boast an 80% retention rate, far above general clubs, showing that hands-on service yields loyalty. This suggests clubs that can effectively funnel members into training or small group programs can see better retention outcomes.

• Technology utilization: Operationally, clubs have invested in management software, mobile apps, and connected equipment. A notable benchmark is that 70% of new gym memberships are now generated or processed through online platforms (websites, apps, etc.), with social media being a powerful marketing tool (54% of gym-goers say social media influenced them to join a particular gym). This underlines the importance of digital marketing and seamless online sales processes in operations.

To illustrate some benchmarks concretely, consider a hypothetical 20,000 sq ft suburban gym pre-pandemic: it might have ~3,000 members paying $50/month on average, with 50% using the club at least monthly, averaging 1.8 visits/week among actives. It offers ~50 group classes a week, has 10 trainers on staff serving 200 clients, sees peak check-ins of 150 people at 6pm, and generates ~$1.8M annual revenue with 15% EBITDA margin. Post-pandemic, that same club might now have 2,500 members (fewer but more committed), $55/month dues (slightly higher), average 1.5 visits/week, and hybrid content available for home use – yielding perhaps $1.7M revenue but improved retention and lower peak congestion. These are the kinds of metrics clubs use in benchmarking themselves against industry norms.

In aggregate, operational efficiency and member experience are paramount. The trend is toward data-driven operations – clubs tracking usage patterns, popular classes, attrition triggers, etc., and adjusting accordingly. For example, if data shows many new members drop off after 3 months, a smart operation will intensify outreach exactly at that point (perhaps via a 90-day goal review session, which data shows boosts retention). Benchmarks provide targets (e.g., aim for >75% of members visiting at least once a week, or >30% of members engaged in a paid program like training or challenges). Such internal metrics, while not public, drive the continuous improvement efforts within leading fitness organizations.

Conclusion and Outlook

The U.S. fitness industry has navigated a tumultuous few years, emerging on the other side fundamentally changed yet fundamentally strong. By the numbers, the sector has demonstrated remarkable resilience: memberships are at all-time highs (77 million Americans and growing), and revenue is rebounding toward pre-pandemic peaks with a projected growth trajectory that outpaces many other leisure industries. After the forced experiment of virtual fitness in 2020, consumers are proving that brick-and-mortar gyms remain essential – for community, motivation, variety of equipment, and expert guidance. At the same time, the integration of digital fitness into the fabric of club offerings has opened new avenues to engage members beyond the gym’s four walls.

For analytical context: IHRSA’s data indicates the industry is recovering in a “two-steps-forward, one-step-back” pattern. Membership counts surged past 2019 levels by 2022, but average usage frequency remains a notch lower than before. Boutique studios, once the growth engine, took a hit but are on the mend, while traditional budget gyms seized the opportunity to expand market share. Consumer demographics are widening modestly, with younger, more diverse, and slightly less affluent populations now making up the new gym joiners – this suggests future growth could come from tapping into segments previously underrepresented (for example, more outreach to communities of color or lower-cost offerings for price-sensitive groups). If initiatives like the proposed PHIT Act (to allow use of pre-tax dollars for fitness expenses) succeed, it could further reduce financial barriers and induce millions more Americans to invest in gym memberships, giving the industry another boost.

From an operational and strategic standpoint, key success factors for clubs and studios will include: maintaining rigorous hygiene and safety (pandemic lessons learned), offering flexible membership models (month-to-month, hybrid options), continuing digital engagement (apps, on-demand content, online booking), and doubling down on member experience and results (through trainers, challenges, and personalization) to improve retention. The industry’s average retention rate (~71%) leaves ample room for improvement – and given the high cost of member acquisition, consultants often advise clubs that raising retention by just a few percentage points can dramatically improve profitability. We can expect to see more clubs adopting data analytics and CRM systems to identify at-risk members and intervene (for example, if a member hasn’t checked in for 3 weeks, triggering a personal follow-up – a tactic aligned with the finding that staff interactions reduce cancellations).

The competitive landscape is also evolving. Mergers and acquisitions are likely as stronger players absorb weaker ones; at the same time, we see cross-industry partnerships – e.g., gyms partnering with healthcare providers or insurers (recognizing the role of fitness in preventive health), and fitness brands teaming up with technology firms. The lines between “gym” and “wellness center” may blur, as clubs incorporate wellness services (nutrition, physical therapy, mindfulness sessions) to cater to a more holistic health trend. Already, 58% of gym-goers engage in wellness programs offered by their club, and many prioritize amenities like recovery lounges or health seminars when choosing a facility.

Finally, considering macro trends: an aging population could increase demand for specialized senior fitness programs (even though older adults are currently less represented, they are the fastest-growing segment in percentage terms). And Gen Z, a digitally native and socially conscious generation, will expect gyms to be tech-enabled (for convenience) and inclusive/diverse in culture. They also value experiences – which bodes well for community-driven fitness concepts.

In conclusion, the U.S. fitness industry stands in 2025 as a case study in adaptability. It has weathered a once-in-a-century crisis and is now largely recovered, albeit with a transformed operational model. Data from IHRSA and others paint a picture of cautious optimism: club operators are upbeat about growth prospects – roughly 80% expect membership and revenue increases >5% in the near term – yet they remain vigilant about challenges from inflation, competition, and the need to rebuild certain segments. For consulting and investment considerations, the industry’s fundamentals (a growing addressable market as inactivity still prevails in 3/4 of the population, stable demand for fitness services, and increasing integration with health/wellness sectors) are strong. The next frontier will be leveraging the pandemic-induced innovations to further expand the market – for example, reaching the 70% of Americans who don’t belong to a fitness facility by offering more accessible, engaging options. If the industry can continue to align with consumer needs – affordability, flexibility, results, and experience – it is poised not only to recover but to thrive in the coming decade, potentially achieving IHRSA’s global vision of 230 million health club members worldwide by 2030, with the U.S. contributing significantly to that growth.

September 01, 2025, by a collective authors of MMCG Invest, LLC, (retail/hospitality/multi family/sba) feasibility study consultants.

Sources: 

Data and statistics in this report are drawn from the IHRSA (International Health & Racquet Sportsclub Association) Global Reports and U.S. Consumer Reports, as referenced via WodGuru’s compiled “Gym Membership Statistics 2024” blog, IHRSA press releases and industry research, and other reputable fitness industry analyses. All figures have been attributed to IHRSA or the specific research source to maintain accuracy and credibility. The analysis reflects the latest available data as of 2024–2025, providing a comprehensive and up-to-date overview of the U.S. fitness club industry’s performance and trends.