The buyer is not the member, and they want opposite things

Answer the procurement question, not the fitness one

How is it billed, one invoice or many. Who administers joiners and leavers. What happens when someone leaves mid-term. Is there a minimum headcount, and what happens if it is not met. Those four decide whether the deal is possible at all, and none of them appears on a membership page. The equipment list, which the club leads with, is the part the buyer cares about least.

Take-up is the number the buyer will be judged on

A wellbeing budget is defended at renewal with usage, so a club that helps the employer get people through the door is selling something a discount cannot buy. Induction sessions on site, a sign-up window, a named contact, something the employer can put in a newsletter. Say what you will actually do, because every club says it supports take-up and few describe it.

Never quote a corporate rate as though it were a price list

Corporate pricing depends on headcount, contract length and how much administration the club absorbs, so a number given in a chat window becomes the anchor for a negotiation that has not started. Publish the structure instead: what the bands depend on, what the minimum is, and who to speak to. The buyer expects a conversation and is suspicious of a club that does not want one.

The employee still has to be answered, separately

Once the deal exists, the enquiries change entirely: am I eligible, how do I prove I work there, what happens if I change jobs, can my partner join too. Those arrive at the club rather than at HR, in volume, and the club that published the answers spends none of its time on them. Two audiences, two sets of words, one deal.