Helping a struggling club after they had already been open for 6 months
It bet its growth on the least glamorous product on the schedule — the beginner class — and now out-earns a rival ten minutes away by more than two to one.
Read itStackEleven · Client Case Study
Most clubs start marketing the week they open and spend their first year recovering from it. This one started five months early. By the time the permanent facility opened there were already 2,126 people on the list — and the club has grown every quarter since.
Indexed so the first trading month, July 2025, = 100. Dollar values withheld.
StackEleven came on in June 2025. There was no facility to sell yet — so the work was to build the audience that would be there on day one.
The list was largest before there was anywhere to play.
No courts, no members, no bookings. Just a catchment, a brand and a build date.
A pop-up gave the audience somewhere to play and the club something to sell while the real facility was still under construction.
Opened into a list of 2,126 people who already knew the brand and had, in many cases, already played.
The second full facility opened in the new year. January revenue was the highest the club had ever recorded to that point.
The pre-open list was not a vanity number. Those 2,126 people have since spent $224,040 at the club — an average of $105 each, and still climbing, from an audience assembled before there was a floor to play on. The temporary courts mattered more than they look: they turned a mailing list into a habit four months early, so opening night was a return visit for a large part of the room rather than a first impression.
A club that opens cold spends its first year buying an audience. This one opened with one and spent its first year monetising it.
The cost side is the part most operators do not expect. Leads were less than half the price before the club opened — $3.10 against $6.56 — and the cheapest month of all was August 2025 at $2.36. A pre-open campaign is not just earlier, it is better value: the audience is fresh, nobody in the catchment has seen the ad yet, and the club is buying attention before it competes with its own reputation. Waiting until opening week means paying roughly double for the same person.
Foot traffic tells the same story as revenue, from a different feed. Check-ins ran 115 in the first trading month and 4,307 in July 2026. Monthly revenue is 5.6× where it started. Neither line has a slump in it — the club has not had to re-acquire its own customers, which is the usual cost of opening cold.
Revenue is settled order and registration value synced from the club's booking platform, excluding membership mirror rows and coaching income. It is presented as an index to the first trading month; absolute dollar figures are withheld by request. Check-ins are a separate feed and are shown as raw counts.
It bet its growth on the least glamorous product on the schedule — the beginner class — and now out-earns a rival ten minutes away by more than two to one.
Read itThis club opened strong and stayed busy. Growing it meant raising the floor rather than clearing a low bar.
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