Target Groups

Overview

Membership serves organizations where people come together for sports, fitness, and physical activity. These organizations range from volunteer-run village football clubs to commercial fitness chain franchises, but they all share a common set of operational challenges: managing members, collecting payments, scheduling activities, and communicating with their community.

This chapter defines the primary and secondary target segments, maps their specific requirements, and profiles ten representative personas that guide all design decisions.

Primary Target Segments

Segment Profiles

1. Sports Clubs

Traditional membership-based organizations, typically structured as registered associations (e.V. in Germany), run by volunteer boards. Members pay annual or quarterly fees. Activities include training sessions, competitions, and social events across multiple departments (football, tennis, swimming, etc.).

Key characteristics: - Volunteer administrators with limited IT skills and time - Seasonal patterns (registration peaks in September/January) - Department-based organization with separate budgets - Committee work: meetings, voting, minutes - Association interfaces: player passes, result reporting, membership numbers - Subsidy applications and reporting to public authorities - Typically 50-2,000 members

2. Fitness Studios and Gyms

Commercial businesses focused on member retention and revenue optimization. Members sign contracts with monthly payments. Operations revolve around check-in management, class scheduling, equipment maintenance, and sales (memberships, personal training, supplements).

Franchise operations: Many fitness studios are organized as franchise operations (e.g., McFit, clever fit, FitX, Anytime Fitness). The platform must support franchise hierarchies where a franchisor manages brand standards, pricing templates, and reporting across multiple independently operated locations.

Key characteristics: - Professional staff using the system daily, often all day - High transaction volume (check-ins, payments, class bookings) - Contract management with terms, renewal, and cancellation rules - Check-in terminals (QR code, NFC, access control integration) - Member retention analytics and churn prediction - Point-of-sale for ancillary products - Typically 200-5,000 members

3. Sports Schools (Dance, Martial Arts, Gymnastics)

Specialized instruction businesses offering structured courses with fixed schedules, belt/level progression, and often installment payment plans. Students range from children to adults, with significant parent communication requirements.

Key characteristics: - Course-based structure (not open gym) - Installment payment plans (monthly for semester-long courses) - Certificate and belt/level tracking - Strong parent communication needs (for minors) - Trial lesson management and conversion tracking - Recital/competition/grading event management - Typically 50-500 students

4. Youth Organizations

Organizations serving minors, including youth sports leagues, scout groups, and after-school programs. Data protection requirements are elevated, and all communication must account for the parent-child relationship.

Key characteristics: - Strict GDPR requirements for minors' data - Parent/guardian as primary contact and payer - Age-appropriate group management - Permission slips and consent management - Safeguarding and emergency contact protocols - Activity logging and attendance reporting - Typically 30-500 members

5. Municipal Sports Facilities

Public facilities managed by local government, including sports halls, swimming pools, athletic tracks, and outdoor courts. Primary needs are room/resource booking, utilization reporting, and billing to clubs and individuals.

Key characteristics: - Resource and room booking as primary function - Multiple user groups (clubs, schools, individuals) - Public reporting and utilization statistics - Integration with municipal IT systems - Accessibility and public service standards - Budget cycle alignment and subsidy tracking - Typically managing 5-50 bookable spaces

6. Company Sports Groups

Employer-sponsored fitness programs and sports clubs (Betriebssportgemeinschaft). Often receive company subsidies and must report on participation and health outcomes.

Key characteristics: - Employer as primary payer (subsidies) - Integration with HR systems - Health program compliance reporting - Mixed membership (employees, family members, retirees) - Simpler administrative needs than public clubs - Typically 20-500 members

7. Rehabilitation and Therapy Centers

Medical-adjacent facilities offering structured rehabilitation courses, physiotherapy, and preventive health programs. Documentation and billing requirements differ from recreational sports.

Key characteristics: - Appointment and course scheduling with medical constraints - Documentation requirements (therapy progress, attendance) - Billing to health insurance companies (Krankenkassen) - Patient data protection (medical data, higher GDPR sensitivity) - Practitioner qualification tracking - Typically 50-300 active patients/participants

Requirements Matrix

Legend: High = critical / daily use, Medium = important / regular use, Low = nice-to-have / rare use

Secondary Target Sectors (Future Phases)

The platform architecture supports expansion into adjacent sectors that share core requirements (member/participant management, scheduling, billing) but add domain-specific features:

1. Education and Training Centers

Language schools, music schools, vocational training centers. Shared needs: student enrollment, course scheduling, attendance, billing. Additional: curriculum tracking, certification, instructor management.

2. Corporate Wellness Programs

Large employers offering comprehensive wellness programs beyond simple sports groups. Shared needs: participant management, scheduling, reporting. Additional: health metrics integration, wearable data, program ROI analysis.

3. Event and Conference Venues

Facilities hosting sports events, conferences, and community gatherings. Shared needs: space booking, participant registration, ticketing. Additional: sponsor management, vendor coordination, multi-day scheduling.

4. Health and Wellness Centers

Spas, yoga retreats, wellness hotels offering structured programs. Shared needs: booking, member management, payment. Additional: treatment scheduling, practitioner management, package deals.

5. Community Centers and Cultural Associations

Non-sports community organizations (cultural clubs, neighborhood centers). Shared needs: member management, room booking, communication, event planning. Additional: volunteer coordination, community engagement metrics.

Expansion timeline: These sectors are not part of v1.0 or v2.0/v3.0 roadmap. They represent market expansion opportunities once the core sports/fitness platform is proven and the product achieves strong product-market fit in primary segments.

Persona Profiles

Persona 1: Sabine -- Club Administrator (Volunteer)

Age:            52
Role:           Treasurer and membership secretary, local handball club
Organization:   TSV Griesheim 1899, ~450 members, 6 departments
Tech comfort:   Low-medium (uses Excel and email daily, avoids "complicated" software)
Device:         Windows laptop at home, Android phone
Usage pattern:  2-3 sessions per month (membership changes, quarterly billing, board meetings)

Goals: - Process new member registrations and departures quickly - Generate SEPA direct debit files for quarterly membership fees - Produce financial reports for board meetings and the annual assembly - Manage department-specific fee structures (different rates for adults, youth, families) - Submit membership statistics to the regional sports association

Frustrations: - Current solution (Excel + easyVerein free tier) requires manual data entry in multiple places - Bank rejections (wrong IBAN, cancelled mandates) create hours of follow-up work - Cannot easily see which members have unpaid fees - Every software change requires learning from scratch -- no time for training - Board members want reports she cannot easily generate

What Membership must deliver: - Guided workflows that prevent errors (IBAN validation, mandatory fields with defaults) - One-click SEPA export with automatic retry handling for failed debits - Pre-built reports for common club needs (member statistics, financial summary, department breakdown) - Infrequent-use-friendly interface: clear labels, no hidden features, obvious next steps - Import wizard for existing member data from Excel/CSV

Design implications: - Dashboard shows pending tasks ("3 members awaiting confirmation", "Quarterly billing due in 5 days") - Contextual help on every screen -- Sabine will not read a manual - Minimal required fields for common actions; advanced options hidden but discoverable - Email notifications for important events (new registration, payment failure)

Persona 2: Marco -- Studio Manager (Professional)

Age:            34
Role:           General Manager, urban fitness studio (2 locations)
Organization:   FitFactory Hamburg, ~1,200 members across 2 studios
Tech comfort:   High (uses multiple SaaS tools daily, evaluates new software regularly)
Device:         MacBook at office, iPad at front desk, iPhone always
Usage pattern:  Multiple times daily, all day during operating hours

Goals: - Monitor real-time studio occupancy and check-in volume across both locations - Manage member contracts (creation, renewal, upgrade, cancellation, freeze) - Track revenue, churn, and member acquisition KPIs on a daily dashboard - Schedule group classes and assign trainers efficiently - Process walk-in sales (day passes, merchandise, drinks) via POS - Coordinate with his franchise partner on branding and pricing

Frustrations: - Current system (Magicline) is powerful but expensive and complex -- staff training takes weeks - No single dashboard for both locations; has to switch between studio profiles - Contract management is rigid -- every exception requires support tickets - Check-in system occasionally fails, causing queues at the front desk - Marketing features are basic; uses separate tools for email campaigns and social media

What Membership must deliver: - Multi-location dashboard with real-time KPIs (check-ins, revenue, active members, churn) - Flexible contract engine: templates with customizable terms, pause/freeze, upgrade paths - Reliable check-in with offline fallback (local cache if server is unreachable) - Integrated POS for ancillary sales - Bulk operations: send notifications to all members of a class, adjust pricing for a plan

Design implications: - Power-user features accessible via keyboard shortcuts and bulk actions - Information density appropriate for daily professional use (data tables, not cards) - Real-time updates via WebSocket (new check-in appears instantly) - Mobile-optimized views for walk-around management (iPad/phone) - API access for custom integrations with his existing tools

Persona 3: Yuki -- Trainer and Coach (Field User)

Age:            28
Role:           Group fitness instructor and personal trainer
Organization:   Works at FitFactory Hamburg + freelance at a yoga studio
Tech comfort:   Medium (comfortable with apps, prefers mobile over desktop)
Device:         iPhone (primary), rarely uses a computer for work
Usage pattern:  Quick check before/during/after classes, 5-10 times per day, <2 minutes each

Goals: - See today's class schedule and participant list at a glance - Mark attendance quickly (ideally one tap per person) - Add notes about individual members (injuries, preferences, progress) - Track her own working hours for invoicing (freelance) - Share workout plans or class updates with participants

Frustrations: - Current system requires logging into a desktop interface on her phone -- tiny buttons, slow loading - Cannot see participant details (fitness level, injuries) during class - Has to manually report attendance after class in a separate system - No way to send a quick message to all participants when a class is cancelled - Time tracking for her freelance work is done on paper

What Membership must deliver: - Native mobile app optimized for quick interactions on the gym floor - One-tap attendance marking with member photo for recognition - Member notes visible during attendance (allergies, injuries, skill level) - Push notification to class participants for changes/cancellations - Built-in time tracking for freelance trainers

Design implications: - Large touch targets, minimal scrolling, high contrast (readable in bright gym lighting) - Offline-capable attendance marking (sync when back in Wi-Fi range) - Voice input option for adding member notes - Swipe gestures for common actions (swipe to mark present) - Minimal navigation depth: 2 taps maximum to reach any trainer feature

Persona 4: Lena -- Member (End User)

Age:            31
Role:           Member at FitFactory Hamburg, recreational athlete
Tech comfort:   High for consumer apps, zero tolerance for complexity
Device:         iPhone (exclusively mobile)
Usage pattern:  2-3 times per week for class booking, monthly for payment/contract info

Goals: - Book group classes quickly, ideally in under 10 seconds - See her upcoming schedule and get reminders - Check her payment history and download invoices - Update her personal details (address, bank account) without calling the studio - Discover new classes or trainers she might enjoy

Frustrations: - The studio's current booking system (website) is not mobile-friendly - Has to call the front desk to freeze her membership during vacation - Cannot see if her favorite class is full before driving to the studio - Payment receipts arrive as paper printouts, not digital - No waitlist feature -- if a class is full, she just misses out

What Membership must deliver: - Instant class booking with real-time availability and waitlist - Push reminders 1 hour before booked classes - Self-service profile management (address, payment method, membership freeze) - Digital payment history and invoice download - Personalized class recommendations based on her history

Design implications: - Consumer-grade app experience (comparable to booking.com, ClassPass) - Onboarding requires zero training -- sign up, book, done - Minimal personal data visible to other members (privacy by design) - Social features are opt-in (reviews, community, leaderboards) - Accessibility: VoiceOver support, dynamic text sizing

Persona 5: Thomas -- CEO / Managing Director of Membership One

Age:            42
Role:           CEO and founder, Membership One GmbH
Organization:   Membership One GmbH, SaaS startup (early stage)
Tech comfort:   High (software industry background, evaluates own product daily)
Device:         MacBook, iPhone
Usage pattern:  Daily — executive dashboard, CRM pipeline, support escalations

Goals: - Drive product strategy, customer acquisition, and revenue growth - Monitor key SaaS KPIs (MRR, ARR, churn, CAC, LTV) via executive dashboard - Manage sales pipeline and customer relationships via CRM - Handle support escalations and ensure customer satisfaction - Make data-driven decisions on pricing, features, and market expansion

Frustrations: - As sole decision-maker in the early startup phase, must oversee everything simultaneously - Needs a single dashboard that aggregates business health, not scattered spreadsheets - Customer feedback loops are slow without integrated support tooling - Difficult to track which features drive acquisition vs. retention

What Membership must deliver: - Executive Dashboard with real-time SaaS KPIs (MRR, ARR, customer count, churn, NPS) - CRM with pipeline management (leads, demos, trials, conversions) - Support queue with escalation visibility and customer health scores - Automated investor/board report generation - Product usage analytics (feature adoption rates per tenant)

Design implications: - Executive views must surface actionable insights, not raw data - Cross-functional visibility: finance, sales, support, product in one place - Mobile access for KPI monitoring on the go - Alert system for critical thresholds (churn spike, revenue drop, SLA breach)

Persona 6: Klaus -- Managing Director of a Fitness Chain

Age:            48
Role:           Managing Director, regional fitness chain
Organization:   FitWelt GmbH, 12 locations across North Germany, ~8,000 members total
Tech comfort:   Medium (uses business software daily but values simplicity)
Device:         Windows laptop, iPad, Android phone
Usage pattern:  Daily — consolidated reporting, pricing control, compliance checks

Goals: - Get consolidated reporting across all 12 locations in a single view - Standardize membership plans, pricing, and contract templates across locations - Maintain central pricing control while allowing minor local adjustments - Monitor franchise compliance (brand standards, equipment, staffing) - Often the SOLE person in administration — must manage everything without dedicated IT or admin staff

Frustrations: - Current systems require logging into each location separately - No consolidated financial overview — relies on Excel spreadsheets from location managers - Pricing changes must be communicated and implemented location by location - Cannot easily compare performance metrics between locations - Has no IT department; must be able to configure everything himself

What Membership must deliver: - Multi-location dashboard with location comparison (revenue, members, churn, utilization) - Centralized template management (membership plans, contracts, pricing) with per-location overrides - Franchise compliance dashboard (brand standards checklist, equipment status) - One-click rollout of pricing or plan changes to all or selected locations - Self-service administration — no technical skills required for any configuration

Design implications: - Network-level views as default, with drill-down to individual locations - Bulk operations (apply change to all locations, send network-wide announcement) - Clear visual indicators for locations needing attention (red/yellow/green) - Setup wizard for adding new locations without IT support - Role-based access: location managers see their own data, Klaus sees everything

Persona 7: Christian -- Board President of a Sports Club (Volunteer)

Age:            61
Role:           President (1. Vorsitzender), community sports club
Organization:   SV Eintracht Neustadt, ~800 members, 8 departments (football, tennis, swimming, gymnastics, etc.)
Tech comfort:   Low (uses email and smartphone, avoids complex software)
Device:         Windows desktop at home, Android phone
Usage pattern:  Weekly — member overview, board meeting prep, fee collection oversight

Goals: - Simple member administration (registrations, departures, department changes) - Fee collection via SEPA direct debit with minimal manual intervention - Prepare reports and statistics for board meetings and annual general assembly - Manage communication to members (event announcements, fee reminders) - Often the SOLE administrator — no paid staff, all volunteer board members have day jobs

Frustrations: - Current solution is a mix of Excel, paper forms, and a shared email account - Spends entire weekends before billing cycles preparing SEPA files - Cannot delegate tasks because only he understands the current system - Minimal tech skills and extremely limited time — every click must count - Board members ask for reports he cannot produce without hours of manual work

What Membership must deliver: - One-screen member overview with search, filter, and department breakdown - Automated SEPA billing with retry handling and clear status (paid/pending/failed) - Pre-built reports for board meetings (member statistics, financial summary, department comparison) - Simple communication tools (email to all members, by department, by status) - Delegation-friendly: clear roles so other board members can help without breaking things

Design implications: - Extreme simplicity: large fonts, clear labels, maximum 3 clicks for any common action - Guided workflows with confirmation dialogs ("You are about to bill 800 members. Continue?") - Dashboard shows exactly what needs attention today ("5 new registrations to confirm") - Help text on every screen — Christian will not read documentation - Accessible on both desktop and phone with identical functionality

Persona 8: Carla -- Franchise Director

Age:            39
Role:           Franchise Director, national fitness franchise
Organization:   BodyPower Franchise GmbH, 35 franchised locations across Germany
Tech comfort:   High (manages complex multi-party relationships, uses CRM and BI tools)
Device:         MacBook, iPhone, iPad for site visits
Usage pattern:  Daily — franchisee oversight, onboarding, compliance monitoring, financial reporting

Goals: - Manage franchise network: onboard new franchisees, monitor compliance, handle offboarding - Enforce brand standards (logos, pricing guidelines, service quality) across all locations - Provide standardized templates (contracts, pricing, marketing materials) to franchisees - Consolidated financial reporting across the franchise network - Territory management: define and assign exclusive territories to franchisees

Frustrations: - Franchisees use different systems, making consolidated reporting impossible - Brand compliance is checked manually during site visits — no continuous monitoring - Onboarding a new franchisee takes weeks of manual setup and training - No visibility into individual franchisee financials until monthly reports arrive - Franchise agreement management (terms, renewals, violations) is tracked in a spreadsheet

What Membership must deliver: - Franchise management dashboard: franchisee health scores, compliance status, financial KPIs - Automated franchisee onboarding workflow (agreement signing, system setup, training plan) - Brand compliance tools: template enforcement, asset library, automated audits - Consolidated and per-franchisee financial reporting with DATEV export - Territory management with map visualization and exclusivity rules - Franchise agreement lifecycle management (terms, renewals, violations, termination)

Design implications: - Two-panel layout: franchise network overview + selected franchisee detail - Compliance dashboards with traffic-light indicators and trend arrows - Onboarding wizard with progress tracking (step 1/12, estimated time remaining) - Document management for franchise agreements with version history - Map-based territory visualization with drag-and-drop assignment

Persona 9: Nina -- Personal Trainer

Age:            26
Role:           Self-employed personal trainer, also works shifts at a fitness studio
Organization:   Freelance (own client base of ~30 clients) + part-time at FitFactory Hamburg
Tech comfort:   Medium-high (comfortable with apps, social media savvy, prefers mobile)
Device:         iPhone (exclusively), Apple Watch
Usage pattern:  Throughout the day — scheduling, client tracking, payment collection, between sessions

Goals: - Manage her own client base (30 clients) independently from studio systems - Schedule 1-on-1 and small group sessions with calendar sync - Track client progress (goals, measurements, workout history) - Collect payments for private sessions (monthly packages, single sessions, trial offers) - Communicate with clients (reminders, workout plans, motivation)

Frustrations: - Uses 4 separate apps: calendar, WhatsApp, payment app, notes — nothing is connected - Cannot see her studio shifts and private sessions in one calendar - Payment collection for private clients is awkward (bank transfers, cash, Venmo-like apps) - No professional way to share workout plans or track client progress over time - Has to manually calculate her freelance income for tax reporting

What Membership must deliver: - Unified calendar showing both studio shifts and private client sessions - Client management with progress tracking (measurements, goals, workout logs) - Simple payment collection: send payment links, auto-invoice, track who has paid - Client communication hub: share plans, send reminders, group messages - Income tracking and export for tax advisor (freelance earnings summary)

Design implications: - Mobile-first: every feature must work on iPhone with one hand - Quick-add actions: "New session with [client]" in 3 taps - Integration with phone calendar (Apple Calendar sync) - Payment link generation that works via WhatsApp/SMS sharing - Minimal data entry: templates for common workout plans, copy from previous sessions

Persona 10: Jens -- Youth Football Coach (Volunteer)

Age:            37
Role:           Volunteer coach of the U13 boys' football team
Organization:   FC Rheinblick 1920 e.V., ~1,200 members total, youth football dept. with 14 teams
Tech comfort:   Low-medium (uses smartphone daily for personal use, rarely for "work" tasks)
Device:         Android phone (exclusively), never uses a computer for club tasks
Usage pattern:  2-3 times per week — attendance, scheduling, parent communication

Goals: - Track attendance at practices and matches (15-25 players per session) - Communicate with parents: practice schedule changes, match dates, logistics (who brings snacks) - Manage team roster (player contacts, jersey numbers, emergency contacts, medical notes) - Schedule practices and matches with location/field assignments - Very limited tech engagement — wants to spend time coaching, not administering

Frustrations: - Currently uses a WhatsApp group for everything — chaotic, messages get lost - Attendance is tracked on paper or not at all; cannot report to club who regularly attends - Parents complain about late notifications when practices are cancelled (rain, field unavailable) - Has no overview of which players' membership fees are paid (that is the club treasurer's job) - Setting up a match day (who plays, who brings which parent drives) is done via endless WhatsApp threads

What Membership must deliver: - One-tap attendance marking: list of players with photo, swipe to mark present/absent - Push notifications to all team parents for schedule changes (instant, not email) - Team roster with parent contact info, emergency contacts, medical notes (allergies, asthma) - Simple schedule view: next practice, next match, with location and time - Match day planner: lineup, parent driver assignment, snack duty rotation

Design implications: - Absolute minimum interaction design: attendance screen loads in <2 seconds, one tap per player - Parents as secondary users: receive notifications, confirm attendance, view schedule (read-only app or web link) - Offline attendance: works on the football field with no Wi-Fi, syncs later - Large player photos for quick recognition (especially at start of season with new players) - No administrative burden: Jens should never see billing, contracts, or finances — only his team

Usage Context Analysis

Understanding how and where the software is used is critical for design decisions:

Low Training

None of the primary personas have time or motivation for software training. Sabine logs in twice a month; Yuki has 30 seconds between classes; Lena will delete the app if it is not immediately obvious. The interface must be self-explanatory at every level.

Implication: Onboarding wizards, contextual tooltips, progressive disclosure (simple by default, advanced on demand).

Infrequent Use

Club administrators may not use the system for weeks between billing cycles. When they return, they must be able to pick up where they left off without relearning the interface.

Implication: Persistent navigation, clear labeling (no icon-only buttons), "recent activity" dashboard, saved drafts for interrupted workflows.

Difficult Conditions

Trainers use the app on a gym floor (bright lighting, sweaty fingers, noise). Front desk staff use it while talking to members. Municipal administrators use it in outdated browser environments.

Implication: High contrast mode, large touch targets, minimal reliance on audio feedback, progressive enhancement for older browsers, offline capability.

Multi-Role Users

Many users hold multiple roles: a trainer who is also a member, a club admin who is also a parent. The system must handle role switching gracefully without forcing separate accounts.

Implication: Role-based views with seamless switching, unified profile across roles, permission inheritance.

Segment Prioritization

For v1.0 and initial rollout, segments are prioritized by market accessibility, revenue potential, and feature alignment with existing capabilities:

Organizational Levels

The Membership platform serves three distinct organizational levels, each with specialized roles and requirements. While the primary target segments (sports clubs, fitness studios, etc.) describe the types of organizations that use the platform, the organizational levels describe the operational hierarchy within which the platform operates.

Level 1 — Software Manufacturer (Membership One)

The SaaS company building and operating the Membership platform. Membership One manages the multi-tenant infrastructure, develops the product, supports customers (franchise operators and individual clubs), and drives commercial growth. Level 1 personnel never interact with end-members directly — they manage the platform and its B2B customers.

Personas

L1-1: CEO / Managing Director

Focus:          Strategic business metrics and product direction
Key metrics:    MRR/ARR, customer acquisition cost, lifetime value, churn rate, NPS
Usage:          Weekly executive dashboard review, quarterly board reporting
Decisions:      Product roadmap priorities, pricing strategy, market expansion, hiring

What the platform must deliver: Executive dashboard with SaaS KPIs (MRR, ARR, customer count, churn, expansion revenue), customer health overview (green/yellow/red), product usage analytics (feature adoption rates), and automated investor/board report generation.

L1-2: CFO / Finance Director

Focus:          SaaS revenue recognition, cash flow, cost control
Key metrics:    Revenue per customer, cost per acquisition, burn rate, runway, EBITDA
Usage:          Daily financial monitoring, monthly close, quarterly investor reporting
Decisions:      Pricing model changes, payment terms, cost allocation, budget approval

What the platform must deliver: Consolidated revenue reporting across all tenants, SaaS revenue recognition (ASC 606 / IFRS 15), subscription analytics (upgrades, downgrades, cancellations), cost center tracking, and DATEV export for German tax compliance.

L1-3: CTO / VP Engineering

Focus:          System reliability, deployment velocity, technical roadmap
Key metrics:    Uptime (SLA 99.9%), error rates, deployment frequency, MTTR, API latency
Usage:          Continuous monitoring dashboards, sprint planning, incident response
Decisions:      Technology choices, scaling strategy, security architecture, tech debt

What the platform must deliver: System health dashboard (uptime, error rates, latency percentiles, queue depths), tenant provisioning automation, deployment pipeline metrics, infrastructure cost monitoring, and incident management integration.

L1-4: CMO / Marketing Director

Focus:          Lead generation, brand positioning, content strategy
Key metrics:    Website traffic, lead volume, conversion rates, CAC, brand awareness
Usage:          Campaign performance review, content planning, market analysis
Decisions:      Marketing budget allocation, channel strategy, messaging, partnerships

What the platform must deliver: Lead source tracking (website, referral, events, partners), marketing campaign analytics, content performance metrics, SEO dashboard, and white-label customization tools for franchise partners.

L1-5: Sales Director

Focus:          Pipeline management, deal tracking, revenue targets
Key metrics:    Pipeline value, conversion rate per stage, average deal size, sales cycle length
Usage:          Daily pipeline review, weekly forecast, monthly quota tracking
Decisions:      Pricing negotiations, custom enterprise deals, territory assignment, hiring

What the platform must deliver: CRM with pipeline visualization, deal tracking (stage, value, probability, next action), account management for B2B customers, proposal/contract generation, activity logging (calls, emails, demos), and sales forecasting.

L1-6: Head of Customer Support

Focus:          Customer satisfaction, ticket resolution, knowledge management
Key metrics:    CSAT, first response time, resolution time, ticket volume, SLA compliance
Usage:          Daily queue monitoring, weekly team review, monthly SLA reporting
Decisions:      Staffing, escalation policies, knowledge base content, tool selection

What the platform must deliver: Cross-tenant ticket management system, SLA configuration and monitoring, knowledge base builder, canned response library, customer health scores, escalation workflows, and CSAT survey integration.

L1-7: Customer Success Manager

Focus:          Onboarding, retention, expansion, churn prevention
Key metrics:    Onboarding completion rate, time-to-value, NPS, expansion revenue, churn
Usage:          Daily customer health review, onboarding check-ins, quarterly business reviews
Decisions:      At-risk intervention strategy, upsell timing, feature training priorities

What the platform must deliver: Customer health dashboard (usage frequency, feature adoption, support ticket trends, payment status), onboarding progress tracker per tenant, automated health alerts (usage drop, support spike), and playbook triggers for at-risk accounts.

L1-8: DevOps / IT Operations Lead

Focus:          Infrastructure reliability, automation, security, cost optimization
Key metrics:    Uptime, deployment success rate, infrastructure cost, security incidents
Usage:          Continuous monitoring, weekly capacity planning, incident response
Decisions:      Scaling triggers, infrastructure vendor selection, backup strategy, DR planning

What the platform must deliver: Tenant provisioning automation (new customer setup in minutes), infrastructure monitoring (CPU, memory, disk, network per service), automated scaling policies, backup verification dashboard, and security audit logging.

Level 2 — Franchise Operator / Network

Multi-location operators managing 5 to 100+ locations under a shared brand or organizational umbrella. These include fitness franchise chains, regional sports associations, and studio networks. Level 2 operators need centralized oversight with the ability to enforce standards while allowing location-level autonomy where appropriate.

Personas

L2-1: CEO / Network Owner

Focus:          Network-wide performance, strategic growth, location comparison
Key metrics:    Revenue per location, member count per location, growth rate, market penetration
Usage:          Weekly network KPI review, monthly location performance comparison
Decisions:      New location openings, underperforming location intervention, brand strategy

What the platform must deliver: Network-wide dashboard aggregating KPIs across all locations, location ranking and comparison views (sortable by revenue, growth, churn, utilization), drill-down from network overview to individual location detail, and strategic planning tools.

L2-2: Finance Director

Focus:          Consolidated accounting, P&L per location, DATEV compliance, cash flow
Key metrics:    Revenue per location, cost per location, consolidated P&L, outstanding receivables
Usage:          Daily cash flow monitoring, monthly close per location, quarterly consolidated reporting
Decisions:      Pricing standardization, cost allocation, budget per location, investment approval

What the platform must deliver: Consolidated financial reporting across all locations, per-location P&L statements, DATEV XML/CSV export (standard German format), bank reconciliation with multi-account support, cost center management (by location, department, service type), and budget vs. actual tracking.

L2-3: Marketing Manager

Focus:          Cross-location campaigns, brand consistency, lead generation funnels
Key metrics:    Leads per campaign, conversion rate per location, brand compliance score
Usage:          Campaign planning and monitoring, content distribution, lead allocation
Decisions:      Campaign budget allocation, channel mix, brand guideline enforcement

What the platform must deliver: Centralized campaign management with per-location targeting, lead distribution to locations with round-robin or geographic assignment, brand asset library with usage enforcement, cross-location promotion coordination, and comparative marketing analytics.

L2-4: Sales Manager

Focus:          Membership sales pipeline, conversion tracking per location, sales team performance
Key metrics:    Conversion rate per location, average deal value, sales cycle length, team quotas
Usage:          Daily pipeline review, weekly sales team meetings, monthly performance review
Decisions:      Sales target setting per location, incentive programs, lead allocation rules

What the platform must deliver: Network-wide sales pipeline with per-location drill-down, sales team performance leaderboards, lead-to-member conversion tracking, trial-to-paid conversion analytics, automated follow-up reminders for sales team, and quota management.

L2-5: Operations Manager

Focus:          Multi-location resource utilization, staffing, maintenance, compliance
Key metrics:    Occupancy rate per location, staff-to-member ratio, equipment uptime, maintenance costs
Usage:          Daily operations dashboard, weekly staffing review, monthly maintenance planning
Decisions:      Equipment purchasing, staffing levels, maintenance schedules, vendor selection

What the platform must deliver: Multi-location operations dashboard (occupancy, equipment status, maintenance alerts), cross-location resource comparison, centralized maintenance scheduling, staff allocation optimization, vendor/supplier management, and compliance checklist tracking.

L2-6: Support Manager

Focus:          Ticket routing across locations, member escalation handling, SLA oversight
Key metrics:    Ticket volume per location, resolution time, escalation rate, member satisfaction
Usage:          Daily queue monitoring, weekly SLA review, monthly satisfaction analysis
Decisions:      Staffing per location, escalation policies, knowledge base priorities

What the platform must deliver: Centralized ticket queue with location-based routing, escalation workflows (location → network → vendor), SLA monitoring per location with breach alerts, cross-location knowledge base, member satisfaction tracking by location, and support team performance analytics.

L2-7: HR Manager

Focus:          Cross-location staff management, training, compliance, payroll coordination
Key metrics:    Staff count per location, training completion rate, turnover rate, labor cost ratio
Usage:          Weekly staffing review, monthly training compliance check, quarterly HR reporting
Decisions:      Hiring approval, training program selection, compensation benchmarks

What the platform must deliver: Cross-location employee directory, training and certification tracking (CPR, first aid, instructor qualifications), shift scheduling coordination across locations, labor cost reporting, compliance dashboard (certifications expiring, mandatory training overdue), and onboarding workflow for new staff.

Level 3 — Individual Club / Studio (Expanded)

The day-to-day operational level where members are served, classes are taught, and payments are collected. The existing personas (Sabine, Marco, Yuki, Lena) represent this level. The following additional personas address specialized functions within a single organization that are critical for professional operations.

Additional Personas

L3-1: Club President / Owner

Focus:          Overall club health, member satisfaction, strategic direction
Key metrics:    Total members, revenue, churn rate, net promoter score, growth trend
Usage:          Weekly dashboard review, monthly board preparation, quarterly strategy
Decisions:      Pricing changes, new programs, facility investments, staffing

What the platform must deliver: Owner dashboard with key KPIs (member count with trend, monthly revenue, churn rate, upcoming renewals), comparison to previous period and budget, alert system for significant changes (>10% churn spike, revenue drop), and board meeting report generator.

L3-2: Treasurer / Accountant

Focus:          Bookkeeping, tax compliance, bank reconciliation, financial reporting
Key metrics:    Outstanding receivables, collection rate, expense ratio, bank balance
Usage:          Weekly bank reconciliation, monthly close, annual tax preparation
Decisions:      Write-off policy, payment terms, expense approval, tax advisor coordination

What the platform must deliver: General ledger with chart of accounts (SKR03/SKR04 compatible), automated posting from billing events (new contract, payment received, cancellation), bank statement import and reconciliation, DATEV export for tax advisor, expense tracking with receipt upload (photo scan), and financial reports (P&L, balance overview, cash flow).

L3-3: Marketing / Sales Coordinator

Focus:          Local lead generation, trial conversions, event promotion, social media
Key metrics:    New leads per week, trial-to-member conversion rate, campaign ROI
Usage:          Daily lead follow-up, weekly campaign review, event planning
Decisions:      Local marketing spend, event dates, promotional offers, partnership deals

What the platform must deliver: Lead management with pipeline view (New → Contacted → Trial → Proposal → Won/Lost), trial member tracking with automated follow-up reminders, local event promotion tools, referral program management, and conversion analytics dashboard.

L3-4: Front Desk / Reception Staff

Focus:          Member check-in, walk-in handling, day passes, immediate member support
Key metrics:    Check-ins per hour, day pass sales, member inquiries resolved
Usage:          Continuous throughout operating hours, high-volume quick interactions
Decisions:      Day pass pricing (within rules), member access overrides, immediate issue resolution

What the platform must deliver: Rapid check-in interface (sub-2-second validation), day pass creation (one-click for walk-ins), member lookup with instant profile summary, quick-action panel (freeze membership, update contact, log complaint), visitor registration, and support ticket creation for issues requiring follow-up.

L3-5: Facility Manager

Focus:          Physical facility operations, access control hardware, maintenance, safety
Key metrics:    Equipment uptime, maintenance backlog, access system reliability, occupancy
Usage:          Daily facility walkthrough (mobile), weekly maintenance review, incident response
Decisions:      Maintenance scheduling, equipment replacement, access zone configuration, vendor calls

What the platform must deliver: Access control hardware management (Gantner, door locks, turnstiles), zone configuration (building → floor → room → locker), credential management (NFC cards, QR codes, BLE, biometric enrollment), maintenance scheduling with work orders, equipment inventory with service history, and real-time occupancy monitoring per zone.

Updated Usage Context Analysis

The addition of organizational levels significantly expands the usage context:

Multi-Level Design Implications

Updated Segment Prioritization

The original prioritization remains valid for target segments. For organizational levels, the implementation priority is: