The Five Do’s and Don’ts of Presales

A strong presale can give a new studio a jump-start if operators approach it as a structured sales and marketing effort rather than simply an early membership offer. But common mistakes can undermine its success. Here’s what you need to know.

1. Don’t Start Too Late

Waiting until the studio is nearly finished to begin marketing leaves owners trying to build awareness and sell memberships at the same time.

Owners often mistakenly believe they need a completed physical studio before they can begin selling, Trinkaus says.

Presales can be complex, especially for time-crunched owners, Kuecker acknowledges. And a successful presale requires more than simply starting early. Owners need paid advertising, strong follow-up, and sales systems and teams in place before the presale begins.

Kepple adds: “There’s only one time in the life of your business when you can say, ‘We are brand-new.' Use it.”

2. Don’t Rely on Discounts—Sell the Experience

Although a founding offer is an important part of the presale, discounts may be overrated and may not be necessary, especially in a premium or luxury concept, where the appeal may be access to a unique community, experience, or opportunity, Kuecker says.

Although a steep founding-member discount may generate attention, it can also establish a price that becomes difficult to sustain.

“I would be very cautious about deeply discounting a founding membership or promising a ‘lifetime’ rate," Kepple says. "Your operating costs won’t stay the same for the member’s lifetime, so why would your price?”

Instead, Kepple advises bundling experiences that expose members to ancillary services they may purchase later. Thomas suggests offering exclusive value-add perks, which can include exclusive merchandise or private VIP launch-event access.

The common thread is that the offer should give prospective members a reason to commit now. The strongest presales focus on the experience and community rather than simply promoting a discounted membership.

“You're giving people a reason to want to be one of the founding members—not just a reason to get a lower price,” Trinkaus says.

3. Do Make Your Pitch Personal—Don’t Automate Sales Lead Conversion

Technology can help operators manage a large number of prospects, but personal contact is still essential today.

“Automation shouldn't replace the personal touch—it should create more time for it,” Trinkaus says. “The technology handles consistency, timing, and scale, while the team handles relationship-building.”

Kremer recommends using CRM and automation tools to organize leads, trigger timely email and text follow-ups, track conversions, and identify prospects who need attention. But the customer experience, he says, should remain personal at key moments. That means combining digital tools with personal outreach, local events, partnerships, and other opportunities to build relationships.

Speed also matters. This includes:

• Contacting the prospect by phone and text within five minutes of receiving the lead;
• Conducting a discovery call and scheduling a consultation;
• Following up over the next 48 hours; and
• Asking for the sale during a structured founding-member consultation.

The level of personal follow-up should also reflect the prospect’s engagement. Someone who has visited the pricing page several times, opened multiple emails, or attended a preview event warrants a different approach from someone who has simply submitted an email address.

Ultimately, Trinkaus says, boutique fitness depends on human connection—the instructor, community, and experience.

Kepple puts an even finer point on where operators should invest their people: “Use people where they matter most: creating trust, building relationships, demonstrating authenticity, and establishing the culture of the brand.”

4. Do Track the Numbers and Don’t Treat Leads as Sales

Throughout the presale, operators should monitor more than membership sales. Kuecker suggests watching:

• waitlist size

• engagement, and click-through and open rates

• responses to outreach

• objections

• conversion rates

• how quickly founding offers sell

These numbers can help owners determine whether their marketing and sales process is working. Kremer recommends that owners also track:

• leads by source

• consultations booked

• acquisition cost

• expected recurring revenue

“The presale should be treated as both a sales campaign and a market test,” he says. “It helps studios validate demand, refine pricing, and inform launch decisions like class times and staffing.”

The numbers show actionable intelligence, Thomas says. But collecting hundreds of names doesn't constitute a successful presale. Conversion is ultimately what counts. And that requires execution and a focus on closing the sale.

Within five minutes of receiving a lead, a salesperson should contact the lead via phone and SMS. That call should be a discovery call that follows a structured process to ask for the sale. High leads but low conversion means the sales team needs retraining. Low leads require an adjustment to the marketing offer and target audience.

"Fix the process before opening the doors, not after,” Thomas says.

5. Don’t stop at opening day

A presale doesn't end when the doors open. In fact, that's when operators have to deliver on the expectations they've spent months creating—and turn founding members into long-term advocates.

“The presale should actually begin the member relationship,” Trinkaus says. “Your founding members are the people talking about the studio, bringing their friends, sharing the launch on social media, and helping create the culture.”

Kepple says opening day should build on months of audience development, giving that community a reason to celebrate and engage with the new studio. But converting that early enthusiasm into lasting advocacy depends on the experience living up to the promises made during the presale.