Arena 92 Business Model - RBV Model

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Arena 92 Business Model - RBV Model

  1. 1. 21/03/2012 1
  2. 2. 21/03/2012 2
  3. 3. ARENA 92 Location Nanterre Inauguration Beginning of 2014 Project Construction Owner Racing Métro 92 / Ovalto Investissement Exploitation Stadôme / Racing Arena Financing Private Cost 250-300 M€ Permanent Club Racing Métro 92 Capacity (Gauge) Stadium : 32.000 seats Concerts : 40.000 seats Show : 10.000-20.000 seats Positioning Multifunctional (sports & spectacles)21/03/2012 3
  4. 4. • Assessment – No covered arena over 30.000 seats – Deficit compared with Europe • Arena 92 – To make up for lost time – To strengthen the position of Paris – To develop Ile-de-France offer • Stadium : Stade de France / Parc des Princes • Arena : POPB • Location : Nanterre – Seine Arche project – Active population : 50 % – Place of sports & culture 15 .000 - 20.000 20.000 – 25.000 40.000 and + – Transport network21/03/2012 4
  5. 5. Sports Concerts Other Spectacles Gauge 32.000 40.000 10.000 – 20.000 Positioning 35 % 45 % 20 %21/03/2012 5
  6. 6. A complete product A connected place • Modularity • Outside : Transport network • Flexibility • Inside : High-tech A citizen space A communicative object • Sustainable development • Architecture • Urban integration21/03/2012 6
  7. 7. To enrich urbanity of site : La Défense / Nanterre To goes with the architectural gesture of the axis Tuilerie – Concorde – Etoile – La Défense To develop the offer in terms of cultural & sports infrastructures in France To support top level sports activities by offering a residence to Racing Métro 92, and its international ambitions To complete cultural offer of Ile-de-France with a permanent production society To expand the tools offer that can be used by France to host major international competitions21/03/2012 7
  8. 8. Organization 1. Assets 1. Retro-Planning Profit centers 1. Articulation & 2. Business & Marketing Stakeholders Orchestration of Actions 2. VRIO • Launch resources with your 3. Macro-Environment • Commercial Offers capabilities • Communication PESTEL Model  Optimization • Economic Pole 4. Micro-Environment 2. Interactions between • Reference PORTER Model resources 5. First Summary  System 3. Renewal or Rejection Evaluation Restitution21/03/2012 8
  9. 9. Step 1 : Evaluation 1. Assets 3. Macro-Environment 5. First Summary Profit centers PESTEL Model Stakeholders 4. Micro-Environment 2. VRIO PORTER Model21/03/2012 9
  10. 10. Events Media Organization Suppliers Sponsors Public Spectators Collectivities21/03/2012 10
  11. 11. Apart from Match Day Annexes Match Day • Ticketing • Other Events • Shops • Boxes • Renting • Office Building • Business Seats • Sponsoring • Catering • Naming • Car Park • Merchandising • Merchandising • Conferences • Broadcasting • Seminaries • Other • Catering21/03/2012 11
  12. 12. Sport • Permanent Club : Racing Metro 92 • Other sports meeting open to every sportsmen Culture • Permanent Production Society • Adaptability Event • Complete CNIT offer • Tool for Hauts-de-Seine to answer all department actors needs • Large range of events Economic • Private financing  Private capital (naming, exploitation, construction)  No risks : 200 M€ - ¾ for construction • Potential to activate  Direct spillovers for Hauts-de-Seine : growth, employment, tourism, taxes  Indirect spillovers : Real Estate, Image & Notoriety • Included into a strategy Urban Balance • Rebalance La Défense area : economic, social & cultural aspects Media • Schedule • Large targets21/03/2012 12
  13. 13. ARENA 92 ASSETS Ticketing Resident Club Racing Métro 92 Partnership • Private – Naming Business Seats • Public Collectivities Boxes Reputation • Resident club Renting • Schedule – Events • La Défense area – CNIT Financial Resources Partnerships Relational • Federations / Leagues • Jacky Lorenzetti « Profit centers » Naming • PR • Public : CG & City Concessions Physical • Background • Nanterre / La Défense • Seine Arche project Seminaries • Population • Transports Broadcasting • 4 pillars • Modularity / Flexibility Resident Club • Sustainable development • Network / High-Tech • Architecture / Urban integration Renown Infrastructures Organizational • Permanent Club • Permanent production society Events capabilities • Modularity / Flexibility21/03/2012 13
  14. 14. Value Organization Rareness Resources & Capabilities lead to Sustained Competitive Advantage Non Inimitability Substitutability21/03/2012 14
  15. 15. Asset Valuable Rare Difficult to Difficult to Exploited by Competitiveness Imitate ? Substitute ? Organization ? Club YES YES NO NO YES Temporary competitive advantage + + - - ++ Partnership YES YES YES YES YES Sustainable competitive advantage ++ + ++ ++ + Reputation YES YES YES YES YES Sustainable competitive advantage ++ ++ + + ++ Relational YES NO NO YES YES Temporary competitive advantage ++ - - + + Physical YES YES YES YES YES Sustainable competitive advantage +++ +++ ++ ++ ++ Organizational YES YES YES NO YES Temporary Capacities competitive advantage ++ ++ ++ - ++21/03/2012 15
  16. 16. Quality of site & offer • Accessibility  Transport : RER A, T2, M1, Bus, A86 & A14, SNCF  Car park for 500 cars • Hotel Capacity • Attractive site : La Défense area / Seine Arche project / Population Event policy & management • Permanent Club (RM 92) & Production Society Schedule • Entertainment district around the Arena • Adaptability & Multipurpose • Mechanism of transformation of the gauge • Appropriate size of equipment • Acoustic controlled • Annexes • Equipments & Services to ensure profitability : shops, bars, restaurants21/03/2012 16
  17. 17. Political Legal Economic Environmental Social Technological21/03/2012 17
  18. 18. Political • Political will to make up for lost time in terms of infrastructure (Commission “Grandes Salles”) • Recognized of public interest • Seine Arche Project Economic • Low competition in France : few multifunction arenas • Growth of leisure economy : more consumers of entertainment products • Development of Rugby in France & Europe • Development & Attraction for major international events • Drop of purchasing power • Drop of entertainment budget Social • Leisure Society • Attraction for sports & entertainment • Active population (La Défense : 50%)21/03/2012 18
  19. 19. Technological • Architecture • Transport network • High-Tech Environmental • Urban Integration • Respect of its environment • Sustainable development Legal • People with restricted mobility • Security : ERP (Classification) • Acoustic • Urbanism rules • Event regulation (rules) • Sports regulation & standards21/03/2012 19
  20. 20. 5 Barriers to Entry 2 2 1 Bargaining power Bargaining power Competitors of Suppliers of Customers 4 3 Substitutes21/03/2012 20
  21. 21. 2 Competitors Similar product  FRANCE : Stade de Lille : Gauge / Positioning  EUROPE : England (02 Arena), Germany (Allianz Arena), Spain (Madrid) 5 Barriers to Entry • Limited number of stadium & arenas : saturation in terms of quantity but not in quality (renovation) • Location : population, transport • Weight of Public • Long & Risky process : project / authorization / construction / exploitation • Financial aspect : Investment (high cost) / Profitability • Need to get competitive advantages compared with other stadium & arenas • Diversification : various offers 3 Substitutes • No Arena over 30.000 seats  POPB : 14.500 seats  Arena Monptellier : 9.000 seats  Projects : Grande Salle Sarcelles / Arena Orléans / Salle Grand Lyon / Dunkerque / Arena Bordeaux / Grande Salle Aix en Provence • Stadium Ile-de-France • Stade de France : 80.000 seats • Parc des Princes : 50.000 seats • Stade Charléty : 20.000 seats  Province • Zenith21/03/2012 21
  22. 22. 2 Bargaining power of Suppliers • Event promoter  Club / Athletes : matches / show  Artists : concerts  Companies : launch of products / conference / congress / seminaries  Public authorities : after-school activities • Partners : Strong competitiveness  Subcontracting : Sound / Security • Employees 1 Bargaining power of Customers • Spectators  Business  Individuals • Companies • Event organizer – (Major International Event) 421/03/2012 22
  23. 23. Financial needs – 100% Private financing • Private capital (naming, exploitation, construction) • No risks : 250-300 M€ - 150 M€ for construction Human needs – Employment : 2.600 – 3.000 jobs created • Temporary  Construction : 560 temporary jobs for 2 years  Priority to local employees : Maison de l’Emploi et de la Formation de Nanterre • Permanent  Exploitation & Event Production : 30 permanent jobs  Subcontracting : 10 permanent jobs (technique, logistic, security)  Restaurant : 10 permanent jobs for 200 flatwares • Offices  2.100 permanent jobs • Event  800 intermittent jobs  500 stewards (RM 92 matches)  200 for catering  100 for refreshment area  + 100 brought by the event organizer (apart from matches Global profitability of the development project • Revenues  Define our model  20 % of seats with provision of services  80 % of revenues • Direct spillovers for Hauts-de-Seine  Net Growth GDP / Tourism / Fiscal : ≈ 300 M€ • Indirect spillovers : Real Estate, Image & Notoriety21/03/2012 23
  24. 24. Activities Spectators Number TOTAL Gauge Rugby Championship 25.000 13 390.000 Sports Europe 25.000 5 125.000 35 % Friendly 10.000 2 20.000 Concerts 30.000 10 300.000 20.000 10 200.000 10.000 10 100.000 Concerts Operas 30.000 1 30.000 45 % 20.000 1 20.000 Festivals 25.000 3 75.000 Conventions 20.000 2 40.000 Seminaries 10.000 5 50.000 5.000 10 50.000 1.000 20 20.000 100 100 10.000 Others Animations 2.000 30 60.000 20 % Sports Spectacles Moto, Auto 20.000 1 20.000 Horse 20.000 1 20.000 Other (Exhibitions) 20.000 1 20.000 225 1.550.000 100 %21/03/2012 24
  25. 25. Step 2 : organization 1. Articulation & 2. Interactions between 3. Renewal or Rejection Orchestration of resources resources with your  System capabilities  Optimization21/03/2012 25
  26. 26. TRADE Multifunction stadiumPOSITIONING SINGULARITY Multifunction Stadium  Modularity / Flexibility Top 14, Sport Events, Concerts  Urban integration Modularity / Flexibility Projects around the stadium Small – Big events Business  Multifunction covered stadium International scale Model CORE COMPETENCIES DEMAND  Schedule High demand for sports & entertainment  Organizational21/03/2012 26
  27. 27. Physical Resources Learning Organizational Reputational Resources Capabilities Partnership Resources Relational Resources Dynamic Stock of Capabilities Resources21/03/2012 27
  28. 28. Configuration Core Strategy Value Network • Fulfillment & Support • Core Competencies • Flexibility • Business Mission • Organization • Suppliers Modularity • Schedule • To Invent the best of • Event Promoter • Information & Insight European stadiums • Strategic Assets • Subcontracting • High-Tech • To enrich urbanity & • Physical Resources • Partners • Relationship architectural identity • Reputational Dynamics • Private & Public • To develop sports & Resources • Direct • Coalitions cultural • Core Processes • Pricing Structure • Public Collectivities : infrastructures offer • Event Management CG & City • Ticketing • Product / Market • Relational • Business Seats / Scope Resources Boxes • Singularity • Basis for Differentiation • Modularity Customer • Flexibility Strategic Interface Resources Customer Benefits Company Boundary21/03/2012 28
  29. 29. CRM Activation B to B Schedule Partnership Resources Reputational Physical Resources Resources Relational Organization Resources PR Development Media Resources Basis Direct impact Deployment Core Competences Indirect impact21/03/2012 29
  30. 30. Step 3 : restitution 1. Retro-Planning 2. Business & Marketing Actions • Launch • Commercial Offers • Communication • Economic Pole • Reference21/03/2012 30
  31. 31. • Operation Launch • Architectural Contest 2010 • Launch of simplified revision procedure of Nanterre • Choice of Project & Design Studies • Adoption of simplified revision procedure of Nanterre 2011 • Getting Building Permit • ARENA 92 Construction Work 2012 2013 • ARENA 92 Inauguration 201421/03/2012 31
  32. 32. Objective : Launch of the new stadium Opening event – presentation of the new stadium  Public Relationships : invitation of French and International companies / public collectivities  Press Relationships : invitation of medias Organization of an International event  1 sport event : exhibition game between Racing and an English club (afternoon)  1 concert : live of international artists (evening & night)  Show the flexibility / modularity of the stadium  Show the organizational competencies (sport, concert)  Define the stadium as a “place to live” with restaurants, parks, shops,…21/03/2012 32
  33. 33. Objective : To develop commercial offers for companies 2 different offers  PR during the events : loge with food / drink  Seminars / conferences : meeting rooms inside the stadium, restaurants, … Possibility to develop a third one Incentive / team building : visit of the stadium, meeting room, speech of Lorenzetti and/or players, Rugby training with players  Rely on the reputation of the Racing and the relationships of his owner21/03/2012 33
  34. 34. Objective : To communicate on the stadium Ways : Press relationships, web campaign (Facebook, Twitter, web site), media campaigns (billboards, press,…) The main elements to highlight  The activities (sports, concerts, exhibitions, one man show, etc.)  The modularity / flexibility  The International scale of the events  The high technology  The respect of the environment  The urban integration and the activities around the stadium (park, restaurants, shops) – “place to live”  The Resident club : Racing Metro  Put forward the main singularities / advantages of the stadium21/03/2012 34
  35. 35. Objective : Creation of a sport economic pole around the stadium How ?  Positioning and the advantages of the stadium  Partnership with the public collectivities  Connection to the transport network  Location : Nanterre, La Defense, Paris  Urban integration and ability to develop infrastructures (offices …) around the stadium Consequences ?  Development of an area specialized in sports around the stadium which attracts sport companies : sport communication and event agencies, shops, sport centers, …21/03/2012 35
  36. 36. Objective : To define the stadium as a reference for international events in Europe How ?  Positioning on bids for international events  Core competencies of stadium : organizational, relational, physical …  Location of the stadium (Paris)  Connection to the transport network Consequences ?  Increase the international reputation of the stadium hosting international events (world championships,…)  Build a strong relationship with Paris and support the main bids of the city21/03/2012 36
  37. 37. 21/03/2012 37

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