End of December 2004 reflects Mark S. Mastrov, CEO of 24 Hour Fitness, how far the company come in 20 years. From its humble beginnings in San Leandro, California, in 1983, had 24 Hour Fitness has grown to become the largest privately owned health club chain in the world. In 2003, the Company operated 305 clubs in 16 of the 21 U.S. states and overseas. It had three million members, 16,000 employees and generated $ 1 billion in revenue. Going faced in 2005 Mastrov many contradictions … Read more »

End of December 2004 reflects Mark S. Mastrov, CEO of 24 Hour Fitness, how far the company come in 20 years. From its humble beginnings in San Leandro, California, in 1983, had 24 Hour Fitness has grown to become the largest privately owned health club chain in the world. In 2003, the Company operated 305 clubs in 16 of the 21 U.S. states and overseas. It had three million members, 16,000 employees and generated $ 1 billion in revenue. Going faced in 2005 Mastrov many opportunities. If the business focus to the domestic market expansion and increased funding for international expansion? When he decided to expand into the Northeast, should, giving as the company with established competitors such as Bally Total Fitness? Would be a great acquisition make sense or they would threaten the culture of the company? And how was he to finance such an acquisition?
«Hide

from
John R. Wells,
Elizabeth A. Raabe
Source: Harvard Business School
11 pages.
Publication Date: Jul 13, in 2005. Prod #: 706404-PDF-ENG
24 Hour Fitness HBR case solution

[related_post themes="flat"]