speakeasy proposal: an uncompromising nightlife experience

A NIGHTLIFE SPACE THAT DOESN’T SERVE ALCOHOL

HOW MIGHT WE BUILD

SF MARKET TRIFECTA

1. Movers & Changers2. Health & Wellness3. Tech & Innovation

SPEAKEASY

WHO ARE WE?OUR MISSION IS TO CREATE

EXCEPTIONAL HEALTHY EXPERIENCES THAT SUPPORT &

UPLIFT THE CRAZY LIVES OF THE BAY AREA’S GAME

CHANGERS.

we want to create experiences that inspire the next generation of movers and shakers to take care of themselves in order to ultimately

live that incredibly rich, vibrant fulfilling, no sacrifices life that we know we all can have.

MEET EMMA

INSPIRING VITALITY THROUGH UNCOMPROMISING EXPERIENCES

BRAND PROMISE

EXCLUSIVITY

STEWARDSHIP

VITALITY

SOPHISTICATION

INTELLECT

BRAND PERSONALITY

integrating innovation &inspiring conversations

like-minded people

we take care of you

health as a foundation

uncompromising experience

OUR JOURNEY

A NIGHTLIFE SPACE THAT DOESN’T SERVE ALCOHOL

HOW MIGHT WE BUILD

SF MARKET TRIFECTA

1. Movers & Changers2. Health & Wellness3. Tech & Innovation

HEALTH TO EXPERIENCE

SHIFT IN MESSAGING

ALCOHOL FREE BARS REACH EARLY ADOPTERS IN U.S. & SF BAY MARKET

innovators2.5%

early adopters13.5%

early majority34%

late majority34%

laggards16%

Non-alcoholic venues have started to pop up in urban areas, but appear at a much lower frequency than traditional bars, clubs, or sports/music venues.

These options have only started to become popular and have not yet hit “main street” in the U.S. or Bay Area. They need to cross the technology chasm.

ANN ARBOR, MI NOTTINGHAM, UK SAN FRANCISCO, CA NYC, SF, MULT. LOCATIONS

POSITIONING & COMPETITIVE ANALYSIS

HIGHEXCLUSIVITY

LOWSTEWARDSHIP

HIGHSTEWARDSHIP

LOWEXCLUSIVITY

22 - 45 YEAR OLDS

TARGET DEMOGRAPHIC:

25 - 35

30 FORMAL INTERVIEWS

200+ INFORMAL INTERVIEWS

SFNYCLA

FOUNDERSCEOS

ATHLETESBANKERS

VENTURE CAPITALISTSCONSULTANTS

TECHHIGH END CHEFSEVENT PLANNERS

HIGH ACHIEVING

$100K+(CURRENT OR POTENTIAL)

PIVOTING AROUND VALUE PROPOSITION & MESSAGING

CUSTOMER DISCOVERY

CUSTOMER CREATION

COMPANY BUILDING

CUSTOMER VALIDATION

HEALTH NUTS RECOVERING ALCOHOLICS

PREGNANT WOMENUNDERAGE KIDS

MEDICALLY PREDISPOSEDHIGH ACHIEVERS

HEALTHY APPROACH

TO LIFE

EXCLUSIVITY & MEETING LIKE-

MINDED PEOPLE

EXCLUSIVITY, MEETING LIKE-

MINDED PEOPLE, & LIVING ROOM EXPERIENCE

INITIAL REVISED FINALPOTENTIAL TARGET CUSTOMERS

Through our research we pivoted to better address the needs of our potential customers

EXCLUSIVITY

LIVING ROOM EXPERIENCE

FOCUS ON VITALITY

SOCALIZING “BURROWS”

PUBLICITY& NOVELTY

CONVENIENCE,EASY ACCESS

TECHNOLOGYUSED TO RUN BAR

URBAN SOPHISTICATION

SPEAKEASYPARTNERSMEMBERSHIPS

“TESLA” OF NIGHTLIFE

COUCHES, FIREPLACES,

INTIMATE FEEL

VARIETY IN SPACE AND FEEL

INFLUENCERS, COMMUNITY

SUPPORT

UBER MODEL, TABLET TABLES

UBER, LYFT

NO COMPROMISES HEALTHY MENU

KEY PARTNERSHIPS

- Raising awareness through partnerships with different networks- Uber/Lyft partnership part of distribution system and value proposition- Customer awareness through company events

- Customer acquisition and retention through cooperation with other high-end clubs- Customer acquisition through tech companies

- Partnering with facility owner that meets customer preferences- Grappibulle: strong value proposition for both partners

BUYER-SUPPLIER RELATIONSHIPS

STRATEGIC ALLIANCES

COOPETITION

DEMAND CREATION: MEMBERSHIPAWARENESS

PRE LAUNCHACTION

FULL LAUNCHCONSIDERATION

SOFT LAUNCH

PRIME THE MARKET ENTICE THE MARKET TOUCH THE MARKET

NEXT STEPS: ASSESSING RISKRISK MITIGATION

STRATEGYCONTINGENCY

PLANMARKET/CUSTOMER RISK Low customer adoption, low market growth

Create and communicate key differentiatorsDevelop a valid working business modelValidate concept through pretotyping and testing

Develop pivot plan and move to other possible spaces (e.g. events management)

FINANCIAL RISK SpeakEasy runs low on money

Create diversified revenue streamsKeep good relations with good VCs and funding partners

Cost cutting and “lean” operationsCut less successful business streams

PARTNERSHIP RISK Failure to negotiate partnerships

Focus on key value adding partners and perform give-get analysisBuild strong reputation as upcoming & successful

Focus on new partners or potential substitutesPresent successful performance to new partnersFocus on building some resources internally (e.g. payment application)

THANK YOU!

ARE YOU READY TO JOIN THEIR

LEAGUE?

APPENDIX

1. RESEARCH

KEY TAKEAWAYS FROM INTERVIEWS

1

2

3

4

5

Target demographic values a fun social experience, exclusivity, friendly environment, and convenience.

The concept of a non-alcoholic bar/lounge didn’t resonate with some interviewees, and this largely varied based on ethnic background.

Many people associate alcohol with great times, so we must be able to recreate this environment.

Key pain points of normal bars/clubs – ordering drinks, paying tabs, reservations.

Young, urban professionals want to be around like-minded people.

ALCOHOL FREE BARS• The Other Side (Chicago, IL) http://

www.eater.com/2013/4/16/6449505/a-sober-alcohol-free-bar-is-opening-outside-chicago

• Brillig Dry Bar (Ann Arbor, MI) http://brilligdrybar.com/

• UK Trend + US Market http://www.inquisitr.com/1204546/dry-bars-pop-up-in-the-uk-could-the-alcohol-free-night-life-trend-catch-on-in-the-states/

EXCLUSIVE CLUBS/MEMBERSHIPS

• The Battery SF• Dirty Habit• Soho House• Neuehouse • Founder’s Card• Yellowstone Club

ATTITUDE TOWARDS ALCOHOL AROUND THE WORLD

• Heavy drinking is mostly associated with college years

• People from these areas seem to like the taste of alcohol

• Flavorful non-alcoholic drinks, tea etc. are the main drink of choice

• Young Americans will often drink with the sole purpose of getting drunk

• They can easily have just 1-2 drinks when hanging out with friends without the ultimate goal of getting drunk

• Alcohol is not part of the culture. People don’t drink due to cultural and religious reasons

• Attitude towards alcohol changes as people become older and more health conscious

• These cultures perceive alcohol drinks as something that signifies relaxation, vacation and time with friends

USA Europe & Latin America Middle East

SUBSTITUTE EVENING EXPERIENCES

- Netflix - Movies - Out to Dinner - Cooking at home - Dinner Parties - Concert/Music Event- Cal Academy Nightlife- Mission Peak - Night Hiking - See a Play - Go to friend’s house- Wine Bar

- Read - Throw small party with friends - Hookah Bars - Gym - Nightclub - Bars - Organized Events by friends - School socials - Galas - “night” museums (Exploratorium) - First Friday Art

BAY AREA DEMAND

BAY AREA DEMAND

BAY AREA DEMAND

ON TURNING 30 IN SF…"One thing that’s true about getting old is that your body starts breaking down – just a little at first, but you can feel it – and suddenly it requires maintenance. That means you can’t eat pizza every night and drink 20 beers like normal. You can’t, that is, unless you adjust your artsy persona to include a heavy dose of athleticism.”

http://www.thebolditalic.com/articles/1475-turning-thirty-in-san-francisco

2. TARGET MARKET

POSITIONING STATEMENTFor high-achieving professionals in their late 20s to early 40s that are socially active, earn over 100k/year and live in the Bay areaWho are poised to achieve greatness through their professional lives and are looking for a place to relax and enjoy honest and stimulating conversationsSpeakEasy Is an exclusive lounge

That blends the excitement of traditional night time venues with the latest technology, innovative menus, and amazing music to create an exclusive experience that allows the game-changers, the innovators, the thinkers, the dreamers - the people of the Bay Area - to live their best livesUnlike traditional bars and other night life optionsSpeakEasy is exclusive, recreates the experience that one would find in a friend’s living room and uses technology to stimulate conversations, ease the customers experience and incentivize socialization while focusing on promoting a healthy life style

MARKET SIZING

TAM: 660,000 SAM: 42,000 Target: 6,000 Reached; 1,000 Acquired

Between the SF Bay Area, New York City, and London, our Total Available Market (TAM) is 660,000 people

We only expect to build out our presence in the SF Bay Area and reach 20% of the total market, so our Serviceable Available Market is 42,000 people

Since we are using an invite-only method, we expect to reach 6,000 people and have a 16% conversion rate to acquire 1,000 customers.

MARKET SIZING METHODOLOGY

Finding TAM

We identified that we could realistically expand to our top three locations in Year 3: SF Bay Area, New York City, London. SF Bay Area has 7.44M people, New York City has 8.4M people, and London has 8.3M people. Assuming that each of these areas has flat age distributions, we have estimated there are 4.4M people between ages 25-40 in our target cities. Since we are only considering people with a 6-figure salary or above within this age range, we are have narrowed our TAM to 660,000 because 15% of people in these areas have 6-figure salaries.

Finding SAM

We identified that we could realistically build out our operations in the SF Bay Area over the next two years. Therefore, we can only focus on our 210,000 person market in the SF Bay Area. We want to gain awareness among 20% of this population, which brings us to 42,000 people. The reason we expect to gain awareness among 20% of the population is because we only want to promote ourselves through word of mouth, blog posts, and company events. Therefore, we expect to have slower growth at the beginning.

Target Market

Since we are an invite-only service, we expect 6,000 people to receive our invitations over the first year (14-15% of our target population). Out of these, we expect 1,000 to convert (15-16% of this population) to convert to memberships. We have used this conversion rate because invite services (like Gmail) have 50+% conversion rates, while other services which suggest events based on friends’ interest (Eventbrite) have 5-10% conversion rate. Since friends are going to recommend other friends but there is a membership fee, we settled closer to 15%.

3. TARGET CUSTOMER & BRAND PERSONAS

PERSONA #1: EMMAEmma, Female, 28 - Senior Associate at Andreessen Horowitz, VC focusing on in Healthcare Tech - works long hours & works from SF coffee shops/meetings in SF quite a bit - always connected - Commutes from SF to Palo Alto/Sand Hill Road for work 4/5 days a week- Lives in townhouse in Russian Hill with 2 roommates- Wharton Undergrad, Goldman Sachs IB in NYC for 2 years, came to the West Coast for

Stanford GSB (2 years), Joined Andreessen 2 years ago- originally from east coast, but obsessed with the bay area & it’s work/life balance- enjoys healthy living & being outdoors in the Bay Area- loves new tech & owns everything Apple- dreams of starting her own healthcare tech company someday - shops at Lululemon, NastyGal, Kate Spade - works out at SoulCycle + CorePower Yoga- Enjoys fast paced VC life but worries about burning out - Sources of Inspiration: Aileen Lee, Megan Quinn

PERSONA #2: GRANTGrant: Male, 33 - Founder/CEO of VC backed startup with 40 employees - started company 3 years ago, bringing in 30M revenue (http://www.forbes.com/sites/ryanmac/2014/05/13/bill-gates-backed-food-startup-hampton-creek-begins-to-come-out-of-shell-make-money/) - pays himself $200,000K per year (http://www.businessinsider.com/salaries-startup-founders-pay-themselves-2014-4)- both lives and works in SoMa - has apartment next to office- prioritizes convenience- At office daily from 8AM - 9PM, but never off the clock - Former Athlete, Ivy League Education, JD graduate degree- Conceived business idea while working in developing countries- Moved to Bay Area 2 years ago to be close to VCs- Prioritizes a healthy lifestyle, goes on runs around the city with golden retriever, goes to yoga 3x per week, cross fit  - Meditates daily - Single, lives in 2 br/2 ba with roommate, dates but struggles to find “quality” women- Shops at Patagonia, Bonobos, Warby Parker, Harry’s, Everlane (http://www.complex.com/style/2012/05/the-10-best-new-fashion-startups-for-men/)- Bulletproof Executive, Tim Ferriss, The RawBrahs, David Wolfe, Drew Canolli  - owns a jawbone, lumo, and pebble watch  - loves biohacking, superfood, - Reads GQ, WSJ, Economist, Men’s Health, Tech Crunch - Hangs out with close friends at home or at casual bars on weekends, enjoys Giants games/49ers- Member of the Battery & Founders Card - Drinks CPJ every morning- Sources of Inspiration: Josh Tetrick, Drew Houston, Aaron Levie, Dave Asprey, Sami Inkinen   - hangs out at Olympic Club, Bay Club

PERSONA #3: WINNIEWinnie: Female, 31 - CEO at her VC backed startup with 12 employees + 1 CTO cofounder - office in SoMa- Stanford Undergrad (till 22), Google (4 years), HBS (2 years), Google (1 year) started company while at google but officially left 2 years ago- Lives in San Francisco - has a 1 BR/1 BA renovated apartment in PacHeights (http://sf.curbed.com/archives/2014/05/01/this_infographic_nails_san_francisco_neighborhood_stereotypes.php) - receives salary of $120K + equity - single, dates on and off, very busy with work - left prestigious job at Google making $150,000/year as Biz Dev Manager (http://www.glassdoor.com/Salary/Google-Business-Development-Manager-Salaries-E9079_D_KO7,35.htm) - enjoys hiking and biking in Marin when she has the time- uses Beauty Counter & environmentally/socially/health conscious products- environmentally conscious - buys organic + free trade- uses Uber to get around the city - shops at Bi-Rite + Whole Foods - likes to eat healthy but rarely has time to cook- orders from Plated, Munchery, and Farm Hil - shops at Lululemon, J. Crew, Kate Spade, works out at Equinox- reads San Francisco Magazine, Tech Crunch- practices yoga & meditation daily - wakes up every morning at 5:30AM to go on a run on the Embarcadero before she hits the office - never off the clock - usually in the office from 7:30 AM to 8 or 9PM- likes to go to the Ferry Building Farmers Market on the weekends as a break- goes to nice dinners and wine + art gatherings with friends SFMOMA, YBCA - anxious about moving into her 30s, balancing work, play & health, her dwindling social life, and lack of SO - Sources of Inspiration: Ivanka Trump, Sheryl Sandberg, Brit Morin, Arianna Huffington, Marissa Mayer  

4. BRANDING & MESSAGING

POTENTIAL BRAND PILLARS FOR NIGHTLIFE + HEALTH INDUSTRIES•Excitement + Spirit •Relaxation + Decompress + Unwind  •Service •Food + Drink  •Convenience • Luxury + Sophistication • Exclusivity + Personalization  •Novelty  •Health + Wellness •Entertainment  •Social + Lively  •Sustainability & Environment  •Community

POTENTIAL BRAND CONCEPTS

Brand Concepts Round #1

Late Night Health HubDry Bar (Bar that doesn’t serve alcohol) 

Supporting successful people’s livesLifestyle Outlet for People who give a shit

Creating the ultimate sophisticated healthy experiencesHacking the peak of human well-being

Healthy Social InteractionsEmpowering people with healthy social experiences

Social Outlet without alcohol

Brand Concepts Round #2

Brain + Vitality LeaderSocial Club for Health Enthusiasts 

Social Outlet for Health Enthusiasts 

POTENTIAL BRAND PERSONALITY

EXCLUSIVITY

STEWARDSHIPVITALITY

SOPHISTICATIONINTELLECT

FINAL BRAND PERSONALITY

“PLANT CAFE” Green

Sustainable Friendly

ComfortableConscious 

“THE BATTERY” Exclusive 

Sophisticated Aspirational 

“EQUINOX” IrreverentRebelliousCheeky

“TRICK DOG” Hip

Artisanal Trendy

“OFF THE GRID” Laid BackRelaxed Informal

POTENTIAL BRAND PROPOSITIONS

Healthy Nightlife Experiences: Anti-Alcohol 

A Night Off 

Invest in Yourself

Fueling Wellness for Mind + Body + Spirit

Bringing the latest Tech, Research, and Science to People 

Inspiring Vitality through Uncompromising Experiences

Creating Space for Meaningful Conversation 

5. DEMAND CREATION

BUSINESS MODEL FOCUS: MEMBERSHIP

Business Model: 3 Revenue Sources - Membership Fees- Purchase of Services (food & drink)  - Off Hours Revenue - corporate parties, speaker series, etc. 

Demand Creation: Focus on MEMBERSHIP

AWARENESS: PRE-LAUNCHStrategy: “Prime the Market" Who: All SF + target market in other cities our target market spends time (LA, NYC)  What: establishing our existence, buzz about what we’re doingWhere: San Francisco Magazine, Tech Crunch, Chronicle, New Yorker & larger publicationsWhat: • Focus on SEO - make sure people can find us online & on social networks - make sure people can

sign up to learn more - without revealing anything yet• Content Marketing on vitality health/wellness/success/social health - science & research in the field -

celebrating exciting things happening to human potential • Print Advertising & Content Type - Stories - always in story format - very human - no lists/guides

etc• Videos - very short & sharable • Surprise and Delight• Social: focus on Twitter, LinkedIn• Lots of Re-pubishing & retweeting - really connecting and supporting community • Establish relationships for strategic PR/AR

CONSIDERATION: SOFT LAUNCH

Strategy: “Entice the Market”  Who: SF target market++  22 to 45 year olds who make 75K+  What: establishing our existence, buzz about what we’re doingWhere: San Francisco Magazine, Tech Crunch, Medium, SF Chronicle, New Yorker & larger publicationsWhat:• Influencer strategy to spread virally • Partnerships for “guest content” - both us on their platform + them on our platform• Start “leaking” photos/stories of what we’re doing • Content Marketing on celebrating amazing people, startups, thought leaders etc in our community -

very community specific (humans of SF) • TED talks• Trade Shows/Events• Surprise and Delight in ways that bring vitality - i.e. stopping by startups at EOD and bringing drinks/

snacks - catering happy hours • Separate branded Blog - first round review, wary parker, etc. “Refresh” • Go to public places where they are in SF - Equinox, the people up early in the mornings, sponsor nike

women’s half marathon, startup weekends etc. 

ACTION: FULL LAUNCHStrategy: “Touch the Market”  Who: Target Market - most likely to purchase customers —> 25-35 year olds w/ 100K+ income in SF What: Get them to convert and purchase a membership Where: Their work, their gyms, their homes What:   • Lots of Owned Events • Reach out to specific individuals • send direct mail “boxes” as exclusive first invites to join • Create buzz through pre-launch events with invite only access  - specific population (http://recode.net/

2014/04/24/sf-techies-getting-golden-tickets-to-another-new-club/) • Throw parties for companies w/ health & wellness appraoch like Rock Health,  • cater cultural events in San Francisco pre-launch • No Discounts/promotions/contests or anything that will dilute value of the brand • Surprise and Delight• Create stories with Unusual, Controversial, and Celebrities (all for bay area) 

Continue all three post Launch - focus on being a thought leader in “creating incredible experiences that inspire the next generation of human vitality”

6. COMPETITIVE ANALYSIS

SWOT ANALYSISStrengths•  Exclusivity – associates SpeakEasy with

favorable brand and experiences •  Technology enabled – enables a “living room”

atmosphere•  Partnerships – allow a complete product and

exclusive experience•  Barriers to Entry – requires lots of capital,

land, and brand building

Weaknesses•  One Location– Constrained to grow due to

size and location•  Price – SpeakEasy is priced at a premium,

which could drive some customers away•  Complexity – Coordinating partnerships and

technology will increase initial cost structure

Opportunities•  Health & Productivity Trends – could help

drive adoption of non-alcoholic bar •  Pain Point – Interviews showed a clear need

for an exclusive nightlife experience•  Exclusive services – Rapid growth of “The

League”, Black Car, etc. show growth in exclusivity

Threats•  Ubiquity – bars and clubs have many more

locations through which to attract customers•  Established culture – Drinking on evenings and

weekends are part of culture which may be hard to change

•  Established venues – Need to break into a space with many established competitors

COMPARISON OF COMPETITION/SUBSTITUTES USING 4PS

Bars/Clubs Exclusive Clubhouses Concerts, Sports Games Home, Work

Price$40-100 per person/night (including cover, drinks, and

food)

The Battery: $2400/year ; $40-95/person/night if you go 2-4 times/

months

$85-500 per person/night (depending on seat prices, concessions purchased) $15-20 (dinner, drinks, Netflix)

Product (Experience)

Bars: Place to meet friends in the evening, share drinks, and can get

rowdy later in the nightClubs: Key difference - clubs play

loud music for guests to drink and dance in busy environment

The Battery: Exclusive, invite-only club in North Beach. Has club, bar, spa, exclusive rooms/hotel, meals, and events. Essentially a country

club in the middle of San Francisco

Professional athletes, musicians, or actors perform for a large audience of people, generally on weekend evenings

Staying at home, relaxing, Netflix, TV, Chores, Finishing up work, Having a friend over

PromotionWord of mouth, happy hours,

special events (Trivia Night, Taco Tuesday), fliers

Website, word of mouth, invitations from friends, articles

on blogs

Advertisements, Word of Mouth, Television, Radio, Large Stadium

None; Lack of more compelling activities

PlaceDowntown areas; near workplaces; generally

concentrated near each other (Polk St., SOMA)

The Battery: Middle of North BeachOthers: Overlooking Bay and further away from downtown

Larger arenas and/or amphitheaters, generally on the outside (near water/

border) of larger cities (AT&T Park, Levis Stadium)

Residential neighborhoods, or office buildings

ExamplesNovela, RickHouse, Bourbon &

Branch; Ruby Skye, Infusion Lounge, DNA Lounge, Temple

Nightclub

The Battery, The Presidio, The Bay Club

Giants game, 49ers game, SF Opera House, Broadway, Shoreline

Amphitheater (Hannah Montana Concert, Justin Bieber Concert)

Personal residence; Office; These are personal to each

customer

6. MOVING FORWARD

GIVE/GET ANALYSIS OF GRAPPIBULLE

AREA GIVE GETTechnology Data, customer preferences

insights, analytics on salesPremium sparkling grape juice

Resources MoneyRelationships Relationships to high-end

customersRelationship to import channels

Reputation Visibility, credibility Inbound marketingCore Competencies Sharing experience of non-

alcoholic marketing/consumer preferences/market research

Sharing experience of non-alcoholic marketing/consumer preferences/market research

Company Vision Aligning company vision about how to convert customers

Aligning company vision about how to convert customers

GIVE/GET ANALYSIS OF OTHER PARTNERSHIPS

PARTNER GIVE GETUber/Lyft Access to new high-end

customers, revenue stream, advertising.

More customers, support for customers,

Victory Hall & Parlor (facilities) Long term capacity, advertising Attractive facility, reduced riskBarbary coast catering Economics of scale Optimization, experienced

bartender (strategic resource), reduced costs, reduced risk

Stanford Alumni Network Help with organizing alumni events, attractive value proposition

Exposure to target customers

Professional networks in SF Events for members, access to club

Exposure to target customers

Other strong brand club in SF Risk reduction, customer retention

Risk reduction, customer retention

Computer Science Department Memberships, financial compensation

Efficient payment system, support with analytics

POTENTIAL LOCATION: VICTORY HALL & PARLOR

REALITY TEST: IMPACT VS PROBABILITY

High Probability

Low Probability

High Impact

Low Impact

Financial Risk: SpeakEasy runs low on money

Market/Customer risk: low customer adoption, low market growth

Location risk: SpeakEasy location/city is not a good fit

Partnerships: failure to form partnerships

COMPARABLE SOURCES OF PAYMENT OPTIONS

Method' Cost' Risk' Analy2cs' Simplicity'for'customer'

Total''

Cash% 5% 1% 1% 3% 10'Store%card%terminal% 3% 5% 2% 4% 14'Own%payment%system%

1% 3% 5% 4% 13'

Square%card%terminal% 4% 4% 5% 4% 17'Internal%developed%payment%system%

4% 4% 5% 5% 18'

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SOURCES• http://howtorunapub.co.uk/risk-assessment-and-risk-management/•h#p://www.washingtonpost.com/goingoutguide/bars-­‐but-­‐no-­‐booze-­‐plenty-­‐of-­‐fun-­‐in-­‐dc-­‐

even-­‐without-­‐drinking/2014/01/23/c4a0714c-­‐844b-­‐11e3-­‐bbe5-­‐6a2a3141e3a9_story.html  •h#p://www.medicinenet.com/script/main/art.asp?arKclekey=21800  •h#p://www.sfgate.com/style/arKcle/New-­‐private-­‐S-­‐F-­‐club-­‐the-­‐Ba#ery-­‐4869389.php  •h#p://www.staKsta.com/staKsKcs/220759/nba-­‐average-­‐Kcket-­‐price-­‐for-­‐golden-­‐state-­‐

warriors-­‐games/  •h#p://www.bizjournals.com/sanjose/news/2014/08/07/at-­‐about-­‐600-­‐a-­‐seat-­‐49ers-­‐Kckets-­‐

among-­‐priciest.html  •h#p://www.nyc.gov/html/dcp/html/census/popcur.shtml  •h#p://www.bayareacensus.ca.gov/  •h#p://www.londoncouncils.gov.uk/londonfacts/default.htm?category=2  •h#p://www.bankrate.com/finance/personal-­‐finance/100-­‐000-­‐income-­‐no-­‐big-­‐deal-­‐

anymore-­‐1.aspx  •h#p://www.censusscope.org/us/chart_age.html  •h#p://www.independent.co.uk/student/student-­‐life/alternaKve-­‐nights-­‐out-­‐10-­‐things-­‐to-­‐do-­‐

instead-­‐of-­‐clubbing-­‐which-­‐might-­‐just-­‐save-­‐you-­‐a-­‐hangover-­‐9096296.html  •h#p://tastemarkeKngstrategies.com/bars/

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even-without-drinking/2014/01/23/c4a0714c-844b-11e3-bbe5-6a2a3141e3a9_story.html• http://www.theguardian.com/lifeandstyle/shortcuts/2013/aug/11/dry-bars-alcohol-free-pubs• http://notmykid.org/amplifi-blog/sober-fun-how-do-you-enjoy-life-without-drugs-or-alcohol/• http://www.sfgate.com/sports/article/Country-clubs-working-to-keep-membership-

levels-3163183.php• http://www.scotduke.com/2009/09/23/what-private-country-clubs-will-have-to-do-to-

survive/• http://golfweek.com/news/2014/dec/28/amenity-rich-clubs-offer-options-parents-children/• http://www.slate.com/blogs/behold/2014/09/17/

beatrix_reinhardt_members_only_looks_at_the_interior_spaces_of_private_clubs.html• http://www.bankrate.com/finance/personal-finance/100-000-income-no-big-deal-

anymore-1.aspx