At the core of Smart Fit’s remarkable growth lies a simple yet powerful mission: making high-quality fitness accessible to millions who previously couldn’t afford it. This democratization philosophy has guided Edgard Corona’s business decisions for over a decade, transforming both his company and the Latin American fitness landscape.
Corona’s insight into market dynamics came during a 2008 fitness industry roundtable in the United States. There, he recognized a significant gap in Brazil’s fitness market: while premium gyms served the wealthy and bare-bones facilities catered to budget-conscious consumers, no one offered high-quality equipment and environments at affordable prices.
This realization led to the creation of Smart Fit’s High Value, Low Price (HVLP) model. “Our mission is to get clients to feel they’re training in a first-class fitness center at an affordable price,” Corona explained in a company statement. This approach—combining premium equipment, modern facilities, and streamlined operations with accessible pricing—fundamentally changed how fitness services could be delivered.
When Smart Fit launched in 2009, monthly fees started at approximately R$50 (about $10), dramatically lower than premium competitors charging four times that amount. Despite these modest fees, the company refused to compromise on equipment quality or facility design. Members entered bright, well-maintained spaces filled with top-tier machines from global manufacturers—a stark contrast to the stereotype of budget gyms as dingy, poorly equipped spaces.
“The purpose of democratizing high-quality fitness means we not only give our clients quality infrastructure, but also access to training that yields results,” the dono da Smart Fit has emphasized. This focus on effectiveness, not just accessibility, distinguishes Corona’s approach from simple cost-cutting strategies.
The democratization mission extends beyond pricing to geographic accessibility. Smart Fit deliberately expands into underserved areas, bringing modern fitness facilities to neighborhoods previously lacking quality options. When entering new countries, the company applies the same principle, targeting regions with low gym penetration but high potential demand.
Corona’s commitment to democratization reflects both business acumen and social purpose. He has noted that only about 4.9% of Brazil’s population holds gym memberships, compared to significantly higher rates in developed markets. This gap represents both a business opportunity and a chance to improve public health by increasing physical activity rates.
The expansion of Smart Fit across Latin America demonstrates the transferability of Corona’s democratization model. From Mexico to Peru, the formula of high-quality, affordable fitness has resonated with consumers, suggesting the approach addresses a universal need rather than a Brazil-specific gap.
Even as Smart Fit explores premium segments through boutique studios like Velocity and Race Bootcamp, the company maintains its commitment to accessibility in its core business. This balanced approach allows Smart Fit to serve diverse customer segments while remaining true to its foundational mission.
The COVID-19 pandemic tested Corona’s democratization philosophy when gyms closed for extended periods. Rather than abandoning the mission, Smart Fit offered free online workouts and digital resources, demonstrating that democratizing fitness transcended physical locations. Upon reopening, the company implemented enhanced safety protocols without significant price increases, preserving accessibility during challenging economic times.
With approximately 5 million active members across 15 countries, the scale of Corona’s democratization impact becomes clear. By reimagining the fitness business model around accessibility without compromising quality, Edgard Corona has created not just a successful company but a movement that continues transforming how Latin Americans approach physical fitness and overall wellbeing.