HOW DO YOU GROW A PREMIUM BRAND

Gordon Johnston has taken his elite health-club concept from the germ of an idea to the pinnacle of success. But the most difficult decision in managing his company lies ahead. Gordon must figure out how to lea d Transition fitness clubs into the next phase. In each of the 15 year s since Transition's flagship club opened in New York City, its sales have doubled. What the company calls a ''two-hour miracle'' encompasse s fitness trainers hand-picked by Olympic medalists, health-conscious cuisine by in-house chefs, huge facilities in prime locations, and rec iprocal memberships at other Transition clubs worldwide. But recently, the company's margins have been shrinking. An aging membership could mean problems for future expansion. And new, upscale competitors are c hallenging Transition's pricing policy - a high flat rate that include s everything-with prorated packages tailored to client's needs. Transi tion is also facing competition on another level. For the past ten yea rs, the company has offered its services through satellite clubs in th e prestigious Printemps hotels. Now Printemps's main competitor, the C larkhouse chain, offers similar fitness facilities. Clarkhouse has 250 locations worldwide, Printemps only 35. What can Gordon do? His staff is alarmed that he is considering overtures from the midpriced Ambass ador hotel chain. They think he will risk Transition's reputation by o ffering a downscale version of the club. Will Gordon have to run fast to stay in one place? Should he change Transition's pricing policy? Si x experts in marketing, pricing, and product branding advise Gordon on how to transition Transition.