John Quincy

He has located a number of individuals who are interested in investing in the Douglasville venture, and the opportunity to participate will be made gettable on a partnership basis. Quincy and the underway manager of the Carrollton beau monde, Al Medina, will be general partners with 50 percent of the shares; thither will be two partners with 15 percent of the shares each, and 10 additional partners with two percent of the shares each. Quincy has worked on the plan for just about time, and recently resigned from his full-time position in order to hallow his full energies to the athletic business.

Quincy has invested considerable time and effort into evolution his marketing program, and has used the demographic and trend information from his Carrollton connection to develop his plan. There are some inherent difficulties with this approach, however. The Carrollton night clubhouse is located in a self-contained community with radio receiver stations, newspapers, a strong informal network of neighborhoods and workplaces, and with strong passage infrastructures that offer many ways to reach a destination and access to many parts of the Carrollton community.

The Douglasville community is very antithetical from this. Douglasville is essentially a bedroom community for capital of Georgia. It does non call for its own radio stations, and its newspaper coverage is sporadic. The main pass in th

A secant alternative would be to scale back the scope of the Douglasville project. or else of having all of the amenities that Quincy currently plans, he could eliminate the racquetball courts (which greenback for more than one-third of the total area) and postpone the development of lawn tennis courts until farther out. Quincy should also seriously rethink the implementation of a wellness center, which adds considerable cost to the facility and brings in enigmatic returns. Scaling back the amenities would give Quincy the opportunity to visit his costs and thus take larger profits on the receipts that is produced, which is likely to be less than his current projections.

writ of execution is critical since the fallback plan of converting the site to office position has additional costs associated with it, and a questionable stream of revenue. If Quincy begins by offering a discount to those members who participate in Atlanta clubs, and builds a fee structure around regular, family and premium memberships, his revenue stream is more likely to come into line with his current projections than if he depends on the Douglasville market to reflect the Carrollton one.

Quincy also require to begin the recruiting process before he opens the club. It is not right to take three to five years to develop a staff; Quincy and Medina need to hire experienced health club professionals who can build a following and who understand node service and are able to make it happen in the Douglasville environment. In Carrollton, club members did not remove many alternatives if they were not happy with the club service: they could quit the club and put one across nowhere else to go, or they could be patient and wait for the club to mature. In Douglasville, club members can rejoin their other clubs in Atlanta if they are unhappy with the service in Quincy's operation.

Because Quincy intends to compete with Atlanta clubs for existing members, and because he hopes to draw in members who have no
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