By Nancy Dahlberg / firstname.lastname@example.org
It doesn’t get more Miami than the story of Zumba.
Alberto Perlman, who appeared at The LAB Miami for the monthly "Brainfood" series, is co-founder and CEO of Zumba Fitness, the largest branded fitness program in the world. He shared war stories and lessons learned.
Zumba dance fitness classes attract more than 15 million weekly participants in 200,000 locations in more than 180 countries. The brand also includes music, clothing, DVDs, video games, a charity platform and most recently its first food product.
Perlman oversees day-to-day operations, manages brand and product development, and negotiates partnerships with fitness clubs and organizations around the world. The Hallandale Beach-based company has about 220 employees and a development team of about 30. He co-founded the company with two other Albertos from Colombia, Alberto Aghion and Alberto “Beto” Pérez.
But Zumba used none of the traditional methods to grow. It hasn’t acquired any companies. Except for accepting one private equity investment, it hasn’t raised financing. Instead it was at the right place at the right time with the right idea, amid a confluence of healthy living trends, a resurgence of interest in all things Latin, and a fresh business model that relied on harnessing the passion of Zumba instructors to build the business. Today, they lead more than half a million classes every week. What’s the secret to building a worldwide movement? “You start with heart,” Perlman said at the discussion led by entrepreneur Marco Giberti on Thursday night.
Perlman said Zumba has been testing live streaming and virtual reality, and looks forward to testing augmented reality, but he told the tech audience that the live experience will always be the center of all Zumba does.
“The live experience is never going to be replaced. Face-to-face is never going away. Everything we do is to drive people to the classes.”
Not that there weren’t low points. One of them was in the downturn of 2008, when the team was running low on money and bracing for the worst. But 2008 was also an inflection point for the company because they realized that despite the recession, people were flocking to the classes to de-stress and have fun. The instructor ranks swelled also, as a means of employment in tough times. “We were there and the people found us.”
Since then, apparel has become a very big business for Zumba, which like all its products are co-created with the instructor network. Last year Zumba sold 4 million units, 90 percent of which are sold through the website, he said.
Zumba possibly would consider developing another fitness brand if it was the right fit (he said he didn’t see CrossFit coming), but it’s not a priority, Perlman said. “The Zumba brand keeps us very busy,” he said, and there is still innovation to do. For instance, in the last few years its charity platform, Zumbathon, has taken off, raising about $5.7 million. Its Zumba Stories website is packed with personal, life-changing stories. And the company this year introduced its first food product, Zumba Shake Shake Shake, a super healthy plant-based protein drink.
He said finding talent has been difficult in Miami, but he also believes that if he had started Zumba in New York or Los Angeles, it may not have gotten off the ground. Being under the radar and not having intense local competition has its advantages when you are building a company.
Perlman’s advice to entrepreneurs: “Focus on your product and customers — don’t spend all your time raising money. Customer-centric companies win.”
And perhaps he should have also added: “Listen to your mother.” She had a very instrumental part in the Zumba story, encouraging him to meet with her dance-fitness instructor, “Beto,” the accidental entrepreneur who invented the Zumba dance concept and became his co-founder. "Maybe you can start a gym together," she said then.
Nancy Dahlberg; 305-376-3595; @ndahlberg