RELATIONSHIPS BETWEEN INTERNAL MARKETING AND JOB PERFORMANCE MEDIATED BY PSYCHOLOGICAL OWNERSHIP AMONG FITNESS CENTERS’ EMPLOYEES: AN EMPIRICAL ANALYSIS USING PLS-SEM TECHNIQUES

This study examined the rela� onship between internal marke� ng and job performance as the media� ng variable of psychological ownership by focusing on ﬁ tness center trainers. The convenience sampling technique was used in the study. Data were collected from ﬁ tness centers engaged in business in Turkey. The research group consists of 177 ﬁ tness center trainers. The model test with Par� al Least Squares (PLS) was used as the analysis technique in the study. The results support the model proposal that ﬁ tness center trai-ners’ internal marke� ng experiences play a role in job performance both directly and indirectly through psychological ownership. Therefore, ﬁ tness centers should give importance to internal marke� ng to improve the experiences of their employees and obtain corporate ownership. This will increase employees’ job performance, and, consequently, customer sa� sfac� on will be posi� vely aﬀ ected.


INTRODUCTION
The sports and physical ac� vity services sector worldwide is constantly emerging. Fitness centers in this sector have an important place. Fitness centers, which a� ract more a� en-� on day by day, off er services to people who want to have a healthier and ideal body (Kara and Yildiz, 2013).
In today's intensely compe� � ve environment, fi tness centers, as in other service sectors, must provide quality service to their customers due to compe� � on. In order to increase the quality of service, fi tness centers face the necessity of developing a set of strategies for the mo� va� on of their employees (Leon-Quismondo et al., 2020). The most important of these strategies is to achieve organiza� onal success by increasing the job performance of employees. There is evidence that the survival, development, and increase in profi tability of commercial organiza� ons will be achieved through employees, who are the main source of service produc� on (Yee et al., 2008). Therefore, it is clear that for fi tness centers to be successful, they must fi rst focus on the work performance of their employees (Leon-Quismondo et al., 2018). Job performance is the level of job performance revealed by the mental and physical labor of the employees. Employees' job performance indirectly aff ects organiza� onal performance (Combs et al., 2006). Some antecedents are the sources for increasing the job performance of the employees. For instance, internal mar-ke� ng (Chiu et al., 2019) and psychological ownership (Md--Sidin et al., 2010) are among these. Many studies emphasize that internal marke� ng is eff ec� ve in increasing employees' psychological ownership (Kwon et al., 2017). Internal marke-� ng is a concept that aims to increase the mo� va� on of employees by mee� ng their expecta� ons of the organiza� on. Psychological ownership is the psychological a� achment of employees to their organiza� on and becoming a part of their iden� ty by iden� fying with the organiza� on (McIntyre et al., 2009).
Internal marke� ng, psychological ownership, and job performance issues can be considered important issues in the organiza� onal context in terms of the existence and development of organiza� ons in sectors with high labor intensity. We argue that these three issues should be examined in the fi tness centers employees, who operate primarily as commercial organiza� ons in the sports and physical ac� vity sector, to maintain their existence and increase their market share. No study in the sports literature examines the links between internal marke� ng, psychological ownership, and job performance variables. Therefore, we believe that exploring the links between the three variables will contribute to the sports management and marke� ng literature. In this study, focusing on fi tness center trainers, which aims to examine the rela� onship between internal marke� ng and job performance by using psychological ownership as a media-� ng variable, fi rst, the literature review is included, then the study methodology and fi ndings are presented in detail, and fi nally the results are discussed.

Internal Marketing
Internal marke� ng is a concept that sees organiza� on employees like customers and aims to increase the mo� -va� on and sa� sfac� on of employees. According to internal marke� ng, customers are divided into two groups: internal customers and external customers. While external customers cons� tute the consumer group that the organiza� on provides services to, internal customers cons� tute the employees of the organiza� on (Gummesson, 1987). In this context, internal marke� ng refers to the applica� on of the marke� ng approach developed for external customers to employees (internal customers) (Lings and Brooks, 1998).
According to the marke� ng approach, the rela� onship between the organiza� on and its customers consists of an exchange. When the organiza� on gives something (a product) to external customers, it receives something (a fee) in return. Similarly, there is an eff ec� ve internal exchange between the organiza� on and its employees in the internal marke� ng approach (George, 1990). Mee� ng the employees' expecta� ons because of internal marke� ng ac� vi� es, the organiza� on expects high performance from its employees. While the employees' mo� va� on is provided by the organiza� on in internal exchange, employees are expected to focus on external customer sa� sfac� on (Yildiz, 2014). The basis of internal exchange is that "internal rela� ons" that do not work well for employees cannot create successful "external customer rela� ons" (Grönroos, 2000). In summary, internal marke� ng includes ac� vi� es focused on ensuring sat-isfac� on by a� rac� ng qualifi ed employees to the business, mee� ng their expecta� ons, and crea� ng customer focus in this process (Rafi q and Ahmed, 2000). Wagenheim and Anderson (2008) argue that employees whose expecta� ons and needs are met will be more customer-oriented, which is an important element of providing be� er quality service to external customers. Rafi q and Ahmed (2000) divide internal marke� ng prac� ces into various stages. In the fi rst phase, the employees' expecta� ons and needs are focused on; in the next phase, strategies that will ensure the mo� va� on and sa� sfac� on of the employees are implemented. Therefore, employee whose expecta� ons and needs are sa� sfi ed will ensure their sa� sfac� on by focusing more on the external customer; thus, the enterprise will reach a high level of quality in the products it off ers.
There are some approaches in the literature regarding the characteris� cs of internal marke� ng. One of these is the approach of Foreman and Money (1995), consis� ng of vision, reward, and development dimensions. Vision in this approach includes sharing the forward goals of the company with the employees, rewarding the success of high-performing employees, and development refers to the training of employees in order to keep up with advancing informa� on and technology. Foreman and Money (1995) argue that if vision, reward, and development are achieved, the mo� va� on and sa� sfac� on of employees will be achieved. On the other hand, Yildiz and Kara (2017), who carried out one of their recent studies, did not consider the dimensions of vision, awards, and development to be suffi cient and focused on other features that would meet the needs and expecta� ons of employees. Yildiz and Kara (2017) revealed eleven proper-� es (for instance, appropriate workload and support, equal and fair, open and transparent communica� on) of internal marke� ng in their studies, and they argued that these would ensure the mo� va� on and sa� sfac� on of the employees, and this would increase the quality of the service provided.

Psychological Ownership
Today, intense compe� � on between commercial orga-niza� ons has made human resources even more relevant. Employees in an organiza� on are seen as one of the most important elements of ensuring customer sa� sfac� on. In order to be more eff ec� ve and achieve strategic goals, organi-za� ons need to be emo� onally close to their employees and show behavior beyond expecta� ons. One of these behaviors is psychological appropria� on, a phenomenon that has recently gained importance. Pierce et al. (2001) expressed psychological ownership as the employee's feeling of belonging to the organiza� on without legal or offi cial ownership. The psychological sense of ownership will refl ect posi� vely on some characteris� cs (emo� ons, a� tudes, and behaviors) of the employees, which will provide some advantages to the organiza� ons.

Job Performance
Employees' job performance is an important concept that directly aff ects organiza� onal performance, especially in the service sector. Job performance is a concept that quan� ta-� vely and qualita� vely indicates how much an individual doing a job achieves the goal of that job (Schermerhorn et al., 2012). Capacity, willingness, and environmental factors are eff ec� ve in the emergence of job performance (Blumberg and Pringle, 1982). These three elements determine the performance level. Therefore, high capacity, high willingness, and suitable environmental condi� ons are the sources of high performance. Borman and Motowidlo (1997) divided job performance into two dimensions: task and contextual performance. Job performance is related to job descrip� ons and refl ects the exper� se and technical aspects of the job. Task behaviors are obliga� ons to be carried out. On the other hand, contextual performance means extra work behaviors based on volunteering that are not the job itself and are not obligatory for not being included in the job descrip� ons. Contextual ac-� vi� es contribute to organiza� onal eff ec� veness by shaping the organiza� onal, social, and psychological environment. Both task and contextual performance are essen� al for businesses that want to achieve their strategic goals.

Relationships among Internal Marketing, Psychological Ownership, and Job Performance, and Research Model
Sectoral compe� � on forces organiza� ons to have employees who do not only do their jobs but also exhibit behavior beyond expecta� ons. Therefore, this situa� on makes the factors aff ec� ng employees' emo� ons relevant. According to the internal marke� ng approach, employees are seen as the most important element of service produc� on orga-niza� ons (Cooper and Cronin, 2000), as they play a significant role in the forma� on of external customer sa� sfac� on (Berry, 1995). Therefore, internal marke� ng focuses primarily on meeting the expecta� ons and needs of employees for the sa� s-fac� on and loyalty of external customers (George, 1990). Evidence in the literature shows that mee� ng employees' expecta� ons and needs through internal marke� ng lead to posi� ve emo� onal responses such as job sa� sfac� on (Hwang and Chi, 2005) and organiza� onal commitment (Chiu et al., 2019). Psychological ownership, which is one of the emo� onal reac� ons of employees, can also be posi� vely aff ected by internal marke� ng. There is no study in the sports literature that reveals the rela� onship between both variables. Therefore, the following hypothesis has been developed to determine the eff ect of internal marke� ng on the psychological ownership of fi tness center trainers: H 1 . Internal marke� ng has a signifi cant and posi� ve eff ect on psychological ownership.
Although there are studies in other sectors regarding the rela� onship between psychological ownership and job performance, there is no study in the sports sector. Therefore, the following hypothesis has been developed to determine the eff ect of psychological ownership on job performance among fi tness trainers: H 2 . Psychological ownership has a signifi cant and posi� ve eff ect on job performance.
Similarly, internal marke� ng can aff ect fi tness trainers' job performance. There is li� le evidence in the sports literature for the rela� onship between both variables (Chiu et al., 2019). Hence, the following hypothesis has been developed: H 3 . Internal marke� ng has a signifi cant and posi� ve eff ect on job performance.
Through internal marke� ng, fi tness center trainers can own their organiza� ons psychologically, and the work performance of the trainers with a high sense of psychological ownership is high. In other words, psychological ownership can have a media� ng eff ect between internal marke� ng and business performance. The following hypothesis has been developed to fi nd out: H 4 . Psychological ownership will mediate the rela� onship between internal marke� ng and job performance. Figure 1 summarizes the hypothesized eff ects. This model shows the cause-and-eff ect rela� onship between variables: the eff ect of the independent variable on the mediator variable, the eff ect of the independent variable on the dependent variable, and the mediator variable on the dependent variable.

METHOD Sample Size and Procedure
In the study, the convenience sampling technique, one of the non-random sampling methods, was used. Data were collected from fi tness centers engaged in business in Turkey. The research group comprises 177 (102 male and 75 female) fi tness centers' trainers. The ques� onnaire forms were delivered to the par� cipants via structured electronic communi-ca� on and were collected again in the same way.

Measurement Instruments
In this study, three diff erent scales were used to collect data. Details about the scales are given below: Internal marketi ng scale: The IM-11 scale developed by Yildiz and Kara (2017) was used to measure internal mar-ke� ng. This scale is one-dimensional and consists of 11 items. The par� cipants responded to each statement using a 5-point scale (1 = strongly disagree, 5 = strongly agree). Statement examples include "This organiza� on provides training and development programs to improve its employees' knowledge and skills," and "This organiza� on provides career advancement opportuni� es to its employees." High values indicated high internal marke� ng.
Psychological ownership scale: This scale was developed by Van Dyne and Pierce (2004), and it is one-dimensional and consists of seven items. The par� cipants responded to each statement using a 7-point scale (1 = strongly disagree, 7 = strongly agree). Statement examples include "This is my organiza� on," and "I feel a very high degree of personal ownership for this organiza� on." High values indicated high psychological ownership.
Job performance scale: This scale was developed by Sigler and Pearson (2000), and it is one-dimensional and consists of seven items. The par� cipants responded to each statement using a 7-point scale (1 = strongly disagree, 7 = strongly agree). Statement examples include "I complete my tasks on � me," and "I meet or exceed my goals." High values indicated high job performance.

Statistical Analysis
For the research model analysis, the structural equa� on model was developed using SmartPLS 3.2.3. Par� al Least Squares (PLS), which is seen as a second-genera� on data  Number 2, 2023, pp. 163-174 DOI: 10.20985/1980-5160.2023.v18n2.1779 analysis technique (Hair et al., 2014), is defi ned as a general method that supports causality pathways among latent variables (Garson, 2016, p. 13). According to , PLS modeling is a variance-based method to es�mate compound-based path models. The core func� on of PLS consists of principal component analysis and alterna� ve least squares, similar to canonical correla� on analysis. The PLS road modeling, with its modern look, is a fully equipped structural equa� on method that can predict both factor and composite models for structural analysis, repe� � ve and non-repe� � ve structural models, and perform model fi t tests . PLS combines principal component factor analysis with mul� variate regression to determine dependent and independent variables within the established model (Edvardsson et al., 2000, p. 923).

Measurement Model
Before confi rming the structural model, which is developed depending on the hypothesis, the fi rst step of PLS is to do a validity and reliability analysis of the variables of the model. Next, Outer Loadings, Average Variances Extracted (AVE = convergent validity), Cronbach's Alpha (α), and Com-posite Reliability (CR) were analysed to evaluate the measurement model. According to PLS analysis, it is expected that the values for Outer Loadings, Cronbach's Alpha, and CR are under 0.70, and the value for AVE is under 0.50 (Alpar, 2010;Fornell and Larcker, 1981;Hair et al., 2014). The analysis for the model was conducted in two steps. In the fi rst step, Outer Loadings of the items were analysed, and IMS1 (0.537), IMS2 (0.625), and POS7 (0.199) were found under 0.70, which is the lower bound. In the second step, these items were excluded from the measurement model, and its analysis was redone. Table 2 shows the results. Table 2 demonstrates that the range of Outer Loading scores of the included items is between 0.759 (IMS6) and 0.930 (POS2 and JPS6). Considering the values of CR and Cronbach's Alpha, the values of the variables are all over 0.70, and it was seen that their variability and reliability are sa� sfactory. In addi� on, the scores of AVE, which is convergent validity, are over the lower bound of 0.50.

Table 3 depicts the discriminant validity of the measurement model obtained using the Fornell-Larcker Criterion and Heterotrait-Monotrait Ra� o (HTMT).
According to the Fornell-Larcker Criterion in Table 3, every structure in discriminant validity is expected to be larger than the correla� on among the structures of the square root of AVE (Fornell and Larcker, 1981). The values in bold in the analysis of the Fornell-Larcker Criterion show the square root of AVE. Taking the results of the fi ndings into account, the correla� on between the structures of the square root of AVE is larger than other correla� on values.
Another way to measure discriminant validity is Heterotrait-Monotrait Ra� o (HTMT) (Hair et al., 2014). If all HTMT   Yildiz, Polat, and Yildiz (2021) values of the variables are under 0.90, the validity of the measurement model is accepted as discriminant . Considering the HTMT results in Table 3, it was found that all values are lower than the referent value of 0.90. As a result, bearing the fi ndings in Tables 2 and 3 in mind, the measurement was accepted as valid and reliable.

Structural Model
A� er the measurement model was found to be valid and reliable, the next step in PLS is the confi rma� on step of the structural model. Figure 2 shows the image of the structural model obtained a� er PLS analysis. To fi nd the meaningfulness of the path correla� on seen in Figure 2, it is necessary to determine their t values. Large samples provide more realis� c results of the correla� on of the path in the model to test the structural model and hypothesis. To reach large samples, a bootstrapping algorithm, which is the resample method, is needed (using 5000 resamples). Thanks to bootstrapping, internal and outer models could be produced. It is known that if the bi-tailed t-value is over 1.96, its meaningfulness is 0.05, and if it is over 2.56, its meaningfulness is 0.01 (Çokluk et al., 2010;Hair et al., 2014). Taking these into considera� on, the meaningfulness of the structure of the internal model established according to the hypothesis was tested by the bootstrapping algorithm ( Table 4). Table 4 reveals that the t-values of internal loadings are all higher than 2.56, indica� ng meaningful results. The next step is to determine the meaningfulness of the outer model based on t-values. Table 5 shows the results.
According to Table 5, the meaningfulness of the path coeffi cient is 99%, as all t-values are greater than 2.56. The lowest t value is 13.621 (JPS2), and the highest t value is 76.512 (POS2). Based on these analyses, the results of the hypotheseses formed before the structural model are presented in Table 6.

DISCUSSION
The current study was designed to analyze the mediator role of psychological ownership in the correla� on between internal marke� ng and job performance via Par� al Least Squares (PLS). In order to test the reliability and validity of a measurement model, a measurement model was ini� ally formed. In the sta� s� cal processes, Outer Loadings, Average Variances Extracted (AVE = convergent validity), Cronbach's Alpha (α), and Composite Reliability (CR) values were examined, and for Discriminant Validity, Fornell-Larcker Criterion  Volume 18, Number 2, 2023, pp. 163-174 DOI: 10.20985/1980-5160.2023.v18n2.1779 and Heterotrait-Monotrait Ra� o (HTMT) were examined. In the fi rst phase of measurement model analysis, which had two phases, the Outer Loadings of all items were examined, and it was observed that IMS1 (0.537), IMS2 (0.625), and POS7 (0.199) could not exceed the threshold of 0.70. Two items removed from the internal marke� ng scale can be said to have physical and fi nancial quali� es. The rest of the items on the scale seem to feature the behavioral quali� es of the model. On the other hand, the only item removed from the psychological ownership scale is thought to stem from ne-ga� ve behavior. A� er removing the items under the threshold, the second part of the analysis was conducted. As a result of the second phase, Outer Loading scores were found between 0.759 (IMS6) and 0.930 (JPS6 and POS2); CR scores were found between 0.949 and 0.951; Cronbach Alpha scores were found between 0.936 and 0.939; and fi nally, AVE scores were found between 0.673 and 0.764 and were suffi cient. When discriminant validity scores were evaluated, it was observed that both the Fornell-Larcker and the HTMT criteria had an acceptable level of dis� nguishing. According to these results, it is accepted that the variables used in the measurement model are reliable and valid.

S&G Journal
In the second part of the fi ndings, whether the research model, which was formed in the frame of a hypothesis, was confi rmed was analyzed. According to the obtained data, Internal Marke� ng has a direct, posi� ve, and medium-level eff ect on Psychological Ownership (γ1 = 0.660, t = 19.928, p = 0.000). Similarly, it is determined that Psychological Ownership has a direct and posi� ve eff ect on Job Performance (γ2 = 0.402, t = 8.288, p = 0.000). On the other hand, Internal Marke� ng has a total indirect, posi� ve, and low level of eff ect on Job Performance (γ3 = 0.265, t = 7.050, p = 0.000). Also, Internal Marke� ng has a specifi c indirect, posi� ve, and low level of eff ect on Job Performance (γ3 = 0.265, t = 7.050, p = 0.000).

Hypothesis Hypothesis test result
H1. Internal marke� ng will have a posi� ve eff ect on psychological ownership. Accepted H2. Psychological ownership will have a posi� ve eff ect on job performance. Accepted H3. Internal Marke� ng will have a posi� ve eff ect on job performance. Accepted H4. Psychological ownership will mediate the rela� onship between internal marke� ng and job performance. Accepted Volume 18, Number 2, 2023, pp. 163-174 DOI: 10.20985/1980-5160.2023.v18n2.1779 It is a well-known fact that economic growth and be� er life standards encourage individuals to par� cipate in wellness and healthy life programs. In the literature, there are many studies emphasizing that fi tness centers are frequently preferred, and consump� ons related to this area have increased (Korkmaz and Uslu, 2020;Lam et al., 2005;Ma, 2011;May et al., 2015;Pradeep et al., 2020;Yildiz et al., 2018). In addi� on, it is emphasized that the fi tness sector is one of the sectors with the greatest increase in prac� � oners worldwide (García-Fernández et al., 2016;Foroughi et al., 2019). It is seen that the studies on fi tness centers are generally focused on service quality, which is based on the percep� ons of customers. The fact that employees in fi tness centers are one of the signifi cant factors in the process of evalua� ng service quality was supported in the studies in the literature (Chelladurai and Chang, 2000;Garcia-Fernandez et al., 2012;Lam, 2000;Parasuraman et al., 1998;Polat et al., 2018;Sanz et al., 2005).

S&G Journal
In Hypothesis 1, the construct that "internal marketing has a significant and positive effect on psychological ownership" was examined. It is determined that internal marketing has a significant role in psychological ownership. It can be stated that applying the marketing activities of fitness centers that are conducted to protect the customer portfolio and increase the number of customers for their employees is a significant factor in securing the continuance of the business. Lings (2004) defined the process of applying the marketing techniques developed for external customers to employees as internal marketing. He emphasized that this strategy must be grounded in the fact that employees in a business have a significant role in customer satisfaction. Prioritizing fitness center employees and other external shareholders is thought to affect both ownership behavior towards the business and customer satisfaction.
In Hypothesis 2, the construct that "Psychological ownership has a signifi cant and posi� ve eff ect on job performance" was examined. It is seen that, as a psychological phenomenon, the no� on of ownership was analyzed in the context of personnel in the literature. In these studies, it is revealed that they provide a common point of view in the context of the psychological eff ects that engage personnel in the business (Mayhew et al., 2007;Pierce and Rodgers, 2004;Van Dyne and Pierce, 2004). Individuals who have psychological ownership get a feeling of affi nity related to the target from the moment of feeling ownership related to various concrete and abstract targets (Di� mar, 1992). For example, in a fi tness center, ownership can mean obtaining authoriza-� on as well as obtaining small but mo� va� ng requests that are demanded by the personnel. Pierce et al. (2001) express that ownership is a part of humanity and report that hu-mans naturally develop ownership feelings towards material and nonmaterial objects. Moreover, it is stated that feelings of ownership have signifi cant behavioral, emo� onal, and psychological results.
The performances of employees working in fi tness centers, which require one-on-one and close a� en� on from customers, have become part of the product. The existence of employees with the required skills and experiences alone is accepted as insuffi cient for business success in an intensely compe� � ve environment. Business success is related to the skills and experience of the employees. In addi� on, the employees must have posi� ve a� tudes and have strong feelings towards their businesses (Yildiz, 2011). Today, the responsibility of business owners cannot be solely limited to authorizing their employees; at the same � me, they should be aware of the situa� on and whether the employees feel psychologically empowered or not, since an employee who is psychologically well will probably feel ownership towards the business and have a high job performance consequently. In another study, Zhang and Bartol (2010) express that solely authorizing employees will not suffi ce; therefore, leaders should support them psychologically.
In Hypothesis 3, the construct that "Internal marke� ng has a signifi cant and posi� ve eff ect on job performance" was examined. The current research model presents results that support hypothesis 3. It is evident that the demand for individuals to go to fi tness centers to live healthily has increased. There is a need for basic features such as eff ec� ve environment design, equipment quality, and appropriate physical condi� ons to increase the service quality in the fi tness centers (Ko; Pastore, 2005); in addi� on, there is a need for qualifi ed fi tness instructors in order to inform and direct the members of the fi tness centers. The competence and eff ec� veness of instructors, as well as their a� tudes and behaviors, are thought to be signifi cant elements. Employee produc� vity is a signifi cant factor in organiza� onal performance and growth. More specifi cally, it is reported that customers' percep� ons towards service quality are aff ected by their interac� on with employees in service ins� tu� ons, where the employees performances are determiners of higher growth (Fong;Snape, 2015).
In Hypothesis 4, the construct that "psychological ownership will mediate the rela� onship between internal mar-ke� ng and job performance" was examined. The current research model presents results that support hypothesis 4. The general assump� on for fi tness centers is the no� on of consumer-driven marke� ng. However, it is important to understand the unexpected behaviors of employees in businesses that provide customer sa� sfac� on to have sustainability.

Conclusion and Implications
The results support the model sugges� on that the internal marke� ng experiences of sport center employees, directly and indirectly, have a role in job performance via psychological ownership. Therefore, fi tness centers should a� ach importance to internal marke� ng to improve the experiences of their employees and obtain corporate ownership. This will increase employees' job performance and consequently customer sa� sfac� on will be posi� vely aff ected. The most important implica� on of the current study is that psychological ownership has a signifi cant role in the correla� on between internal marke� ng and job performance. Moreover, it can be said that the correla� on between internal marke� ng and psychological ownership and the correla� on between psychological ownership and job performance are important factors for fi tness centers. In light of the results, it is suggested that giving importance to internal marke� ng, especially for employees, will aff ect job performance posi� vely in the fi tness sector. Par� al least squares structural equa� on modeling (PLS-SEM) can be found in a very limited amount of studies, especially in the sport management fi eld (Cepeda--Carrión and Cepeda-Carrion, 2018; Koo and Lee, 2019;Sarstedt et al., 2014). It is thought that the current study will contribute to the literature both with the analysis technique used and in terms of fi tness centers.