Reference no: EM132933961

City Racquetball Club (CRC) offers racquetball and other physical fitness facilities to its members. There are four of these clubs in the metropolitan area. Each club has between 1,800 and 2,500 members. Revenue is derived form annual membership fees and hourly court fees.

The annual membership fiess are as follows:

Individual.....................................................$40

Student........................................................$25

Family...........................................................$95

• The hourly court fees vary from $6 to $10 depending upon the season and the time of day (prime versus nonprime time).
• The peak racquetball season is considered to run from September through April. During the period, court usage averages 90 to 100 percent of capacity during prime time (5:00-9:00p.m.) and 50 to 60 percent of capacity during the remaining hours. Daily court usage during the off-season (i.e., summer) average only 20 to 40 percent of capacity.
• Most of CRC's memberships have September expirations. A substantial amount of the cash receipts are collected during the early part of the racquetball season due to the renewal of the annual membership fees and heavy court usage. However, cash receipts are not as large in the spring and drop significantly in the summer months.
• CRC is considering changing its membership and fee structure in an attempt to change its cash receipts. Under the new membership plan, only an annual membership fee would be charged rather than a membership fee plus hourly court fee.

There would be two classes of membership as follows:

Individual.....................................................$250

Family...........................................................$400

• The annual fee would be collected in advance at the time the membership application is completed. Members would be allowed to use the racquetball courts as often as they wish during the year under the new plan.
• All future memberships would be sold under these new terms. Current membership would be honored on the old basis until they expire. However, a special promotion campaign would be instituted to attract new members and to encourage current members to convert to the new membership plan immediately.
• The annual fees for individual and family membership would be reduced to $200 and $300, respectively, during the two-month promotional campaign. In addition, all memberships sold or renewed during this period would be for 15 months rather than the normal one-year period. Current member also would be given a credit toward the annual fee for the unexpired portion of their membership fee, and for all prepaid hourly court fees for league play that have not yet been used.
• CRC's management estimates that 60 to 70 percent of the present membership would continue with the club. The most active members (45 percent of the present membership) would convert immediately to the new plan, while the remaining members who continue would wait until their current memberships expire. Those members who would not continue are not considered active (i.e. they play five or less times during the year). Management estimates that the loss of members would be offset fully by new members within six months of instituting the new plan. Furthermore, many of the new members would be individuals who would play during nonprime time. Management estimates that adequate court time will be available for all members under the new plan.
• If the new membership plan is adopted, it would be instituted of February 1, well before the summer season. The special promotional campaign would be conducted during March and April. Once the plan is implemented, annual renewal of memberships and payment of fees would take place as each individual or family membership expires.

REQUIRED: Your consulting firm has been hired to help CRC evaluate its new fee structure. Answer the following questions:

Problem 1. Create a monthly budget the current dues structure and the proposed dues structure. (EXCEL SHEET)

Problem 2. Write a memo descripting your logical in developing the budget and the difference in two budget and states reasons why you would recommend one budget over the other one.