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24 Hour Fitness Case Solution
Abstract
In late December 2004, Mark S. Mastrov, CEO of 24 Hour Fitness, considered how far the organization had come in 20 years. From its modest beginnings in San Leandro, California, in 1983, 24 Hour Fitness had developed to wind up the biggest exclusive wellbeing club chain on the planet. In 2003, the organization worked 305 clubs in 16 of the U.S. states and 21 in abroad areas. It had three million individuals, 16,000 representatives, and created $1 billion in incomes. Going into 2005, Mastrov confronted numerous open doors. Should the business concentrate on local business sector extension or give more assets to universal development? On the off chance that he chose to venture into the Northeast, in what capacity ought to the organization enter against settled in rivalry, for example, Bally Total Fitness? Would a noteworthy obtaining bode well or would it undermine the organization's way of life? What's more, in what capacity would it be a good idea for him to reserve such a securing?
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