ares each, and 10 additional partners with two percent of the shares each. Quincy has worked on the plan for some time, and recently resigned from his full-time position in order to devote his full energies to the athletic business.
Quincy has invested considerable time and effort into developing his marketing program, and has used the demographic and trend information from his Carrollton club to develop his plan. There are some inherent difficulties with this approach, however. The Carrollton club is located in a self-contained community with radio stations, newspapers, a strong informal network of neighborhoods and workplaces, and with strong road infrastructures that offer many ways to reach a destination and access to many parts of the Carrollton community.
The Douglasville community is very different from this. Douglasville is essentially a bedroom community for Atlanta. It does not have its own radio stations, and its newspaper coverage is sporadic. The main thoroughfare in the community is an interstate highway, and there is limited access to much of the community as a result. Where Carrollton has roads serving as spokes through the community, Douglasville is an elongated community.
These differences translate to possibly significant factors for the development of an athletic club. Quincy's own numbers suggest that 30 to 40 percent of club participants use the club in the evening as they travel from work to home while another 10 percent use the club at lunch. If the club is located in a town such as Carrollton, where offices and places of employment are close to the club, these percentages serve to bring people into the club. In a town such as Douglasville, where there is little local employment, it is more likely that the members would prefer a club closer to their office where there is greater convenience. Certainly thi
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