Product details

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Abstract

In 2016, 24 Hour Fitness was the number-two fitness chain in the United States, generating revenues of USD1.4 billion from 441 clubs serving 3.8 million members. Based in San Ramon, California, 24 Hour Fitness operated clubs in 13 states. Having grown rapidly to become the largest club operator by 2004, the company was sold to a private equity group in 2005 for USD1.6 billion. The growth continued until the original founder, Mark Mastrov, left in 2008. Since then, growth had stagnated, and the company lost its leadership position to LA Fitness in 2012. Throughout, 24 Hour Fitness had retained its traditional positioning, offering several club types to satisfy a wide range of customers concentrated in a particular area at affordable prices averaging USD39 per month. However, this positioning was increasingly coming under pressure. Small studios offering focused facilities at as little as USD10 per month were growing, while LA Fitness provided full-line gyms for an average of USD33 per month. Premium clubs also continued to flourish, while the competition from not-for-profits such as university and employee gyms continued unabated. In 2016, the new CEO announced a new strategy to counter these challenges: rebranding 24 Hour as a lifestyle and media company. He declared, 'We know we can do great things. We're very excited about the platform that we have to build on.' Perhaps this strategy would help restore the company's fortunes.
Size:
> 1 billion; Large
Other setting(s):
1983-2016

About

Abstract

In 2016, 24 Hour Fitness was the number-two fitness chain in the United States, generating revenues of USD1.4 billion from 441 clubs serving 3.8 million members. Based in San Ramon, California, 24 Hour Fitness operated clubs in 13 states. Having grown rapidly to become the largest club operator by 2004, the company was sold to a private equity group in 2005 for USD1.6 billion. The growth continued until the original founder, Mark Mastrov, left in 2008. Since then, growth had stagnated, and the company lost its leadership position to LA Fitness in 2012. Throughout, 24 Hour Fitness had retained its traditional positioning, offering several club types to satisfy a wide range of customers concentrated in a particular area at affordable prices averaging USD39 per month. However, this positioning was increasingly coming under pressure. Small studios offering focused facilities at as little as USD10 per month were growing, while LA Fitness provided full-line gyms for an average of USD33 per month. Premium clubs also continued to flourish, while the competition from not-for-profits such as university and employee gyms continued unabated. In 2016, the new CEO announced a new strategy to counter these challenges: rebranding 24 Hour as a lifestyle and media company. He declared, 'We know we can do great things. We're very excited about the platform that we have to build on.' Perhaps this strategy would help restore the company's fortunes.

Settings

Size:
> 1 billion; Large
Other setting(s):
1983-2016

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