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Athens Soccer Academy Final Schematic

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This is an analysis of my team\’s client, the Athens Soccer Academy,recommendations are also included with future financial forecasts for the business.

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Athens Soccer Academy Final Schematic

  1. 1. Athens Soccer Academy Presented to: Tad Albano Tod Brokaw John Keifer Kate Keifer John Kiger Presented by: Team 1B AM101 Seth Ashley Ruyang Dong Phil Furbay Aaron Wheatley Ashley Workman
  2. 2. Executive Summary Current Approach Athens Soccer Academy’s focus is to train and develop soccer players at a young age and teach them to enjoy the game. ASA offers a youth league as well as adult recreational and competitive leagues. ASA’s home fields are located at the Athens Soccer Complex. ASA markets itself by flyers, website promotion, word of mouth, and contact with both present and former clients. Competitive Landscape Athens Soccer Academy’s main competition in Athens comes form the Recreation center’s leagues, as well as the Intramural leagues at OU. The Recreation Center offers similar services to the youth while the Intramural league is competing with ASA’s adult league. Key Issues Athens Soccer Academy has several key issues that need attention. These issues include visibility, participant satisfaction, and building adult leagues. Athens soccer academy needs to focus on improving in these areas In order to ensure the organizations success. Recommendations In order for ASA to improve on the issues that need attention, we have made several recommendations. These recommendations include: creating a logo, seeking OU volunteers who can earn practicum credit, securing more sponsorships, developing a marketing strategy, raising the price of training sessions, hosting a soccer tournament, becoming more organized, and continuing to hold soccer camps. With these recommendations ASA will have volunteers assisting in all aspects of business, and will be able to address the key issues they are facing. Financial Forecast With the implementation of our recommendations, we believe ASA will see a significant increase in revenue. We believe the before tax profit margin will increase approximately 48%. With the increase in the profit margin ASA will have more funding available for expansion enabling the hiring of more employees.
  3. 3. Table of Contents Introduction...............................01 Current Strategy………...…………..02 Goals………………………………...…………..…..03 Staff & Locations……………..….………..……04 Teams & Tournaments…..….…................05 Co-ed Youth League…….……...................06 Adult Leagues…………………..……….……...07 Camp & Training Sessions….…….………..08 Sponsors & Uniforms………….….………….09 Market…………………..……………..…………..10 Marketing Strategy……………..……………..11 Liability & Waiver………………..…………….12 Financials…………………. ……….……………..13 Operating Profit Margin ….………………..14 Competitive Landscape…............15 Competition………………………..................16 Competitive Advantage……..…...............18 Key Issues…………………...............19 Visibility Issues…………………....…………….20 Satisfaction Issues……………....................21 Adult League Issues……….…...................22 Recommendations…………………..23 Logo…………………………....……..…………….25 Additional Coaches…….……………………..26 Practicum Credit……….…………...............27 Volunteer Positions…..……………………….28 Recommendations Continued……………….. Advisory Board…………………..…………………..….…….32 Organization…………………..…………………..…….……..33 Apparel Store………………………………………….……....36 Marketing Strategy……………………………….……….…37 Sponsorship..……………………………………….……….….40 Training Sessions……………………………….………....….41 Host a Tournament………………………….…………….…42 Tournament Registration/Release Form…….…….45 Improve Camps…………………………………….…….......46 Recommendations for Youth Leagues…….………..49 Forecasted Performance…………..………..50 Conclusion……………………………..…………58 References……………………………..………….59 Appendix ……………………………..…………..60 Appendix A: Letter of Transmittal……………………..61 Appendix B: SWOT Analysis….……………….............62 Appendix C: Adult Survey Results…….………………63 Appendix D: Adult Survey Results....…………………64 Appendix E: Practicum Credit…………………………..65 Appendix F: Sport Management Department.....66 Appendix G: Tournament Information…………..….67 Appendix H: Tournament Information……….........68 Appendix I: ISFS & CSSA Information……………..….69 Appendix J: Soccer Flyer………………....……………….70
  4. 4. Introduction 1 Athens Soccer Academy was established in 2008 by Tad Albano. Tad’s goal for ASA is to bring soccer into the lives of others at an early age which will provide a healthy lifestyle model. One of ASA’s main objectives is to teach good sporting practices and above all, have fun. Sam Craig and Simon Sidi are ASA’s only employees, there responsibilities include coaching and refereeing for the Academy. ASA has fifty players involved in the youth teams, sixteen adult recreation teams and two adult competitive teams composed of approximately ten players each. There are a number of issues that are preventing the Academy from potential growth. By incorporating Tad Albano’s current strategy, and reinforcing it with new procedures, Athens Soccer Academy will increase revenue, awareness, and exposure in the soccer community. The issues that will be addressed include differentiation, visibility, staffing, and scheduling. In order to address these issues, we have developed recommendations that will allow ASA to prosper. The major recommendations that will help ASA accomplish its goals include creating a logo, hosting a soccer tournament, accepting volunteers, searching for sponsors, starting a social network, increasing training session prices, re-organization of the website, an apparel store, and continuing soccer camps. With the implementation of these recommendations ASA will be able to develop, grow, and succeed in the future.
  5. 5. Current Strategy Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance 2
  6. 6. Current Goals Future Goals Recruiting Begin soccer skill instruction at an early age Pull in a regular stream of players to become affiliated with a national soccer association Skills Improve players’ technical and tactical skill development • Increase the number of adult practices • Specialized training for all athletes Long-Term • Teach sportsmanship and have FUN • Establish a market • Provide an outlet to all age groups • Sell equipment in the region • Build a facility Staff Prepare players’ for competitive games and promote players through coaching and counsel • Draw in more players • Gain a larger coaching and referee staff Goals Athens Soccer Academy is establishing many goals that it would like to achieve in the near future. ASA’s current goals include beginning a soccer skill instruction at an early age while providing a healthy lifestyle, improving players’ technical and tactical skill development while learning good sporting practices. The development of facilities, drawing more players, increasing the number of coaches and referees, and selling equipment in the region are long term goals of ASA. Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance Mission Statement: Athens Soccer Academy exists to train regional soccer players interested in developing their soccer skills. Players apply tactical and technical concepts in game situations during small-sided games. Teams will play in the Southeast Ohio Soccer League (SOL) and in regional tournaments. 3 Source: Athens Soccer Academy
  7. 7. ASA plays games at a variety of different locations, which include: •Albany Indoor •Alexander •Athens Soccer Complex •Elite Sports Center-Parkersburg, WV •Marietta Soccer Complex •Mingo Park-Logan, OH •Tri-C/RVSC Fields-Parkersburg, WV Staff & Locations Each of the staff members are coaches for the youth competitive teams as well as referees youth competitive, adult recreational, and adult competitive soccer. Tad Albano Sam Craig Simon Sidi Staff Locations Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance 4
  8. 8. •Co-ed youth teams •50 players •Adult recreational teams •This includes co-ed, women’s only and men’s only •16 teams •10 players on each team •Adult competitive teams •This includes one men’s team and one women’s team •3-4 tournaments in the Winter between November-March •This year is the first year adults are attending a tournament Teams & Tournaments Teams Tournaments Upcoming Tournament: Turkey Bowl • November 20th & 21st at Elite Sports Center in Parkersburg, WV • Participants include; U10, U12, U14, U16, U18, and Adult teams • $65 for youth, which includes 4 training sessions and tournament entry fee • $35 for adults, which include 2 training sessions and tournament entry fee Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance 5
  9. 9. • ASA offers teams for U8, U10, U12, U13, and U14 age groups. • There is a minimum of 10 and maximum of 15 kids on a team. • Teams have two practices a week when fields are available. • ASA is designed to begin soccer instruction and skills at a young age providing children with a healthy lifestyle. • ASA also teaches good sporting practices at a young age. Co-ed Youth League Costs •The cost of registration is on a per season basis •The registration fee for U8 and U14 is $60 •The registration fee for U10, U12, and U13 is $100 Allows kids to play in a competitive atmosphere Teaches them good sportsmanship Healthy lifestyle Teaches kids how to work as a team Brings kids together to have fun Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance 6
  10. 10. •This league has 8 teams •There are two divisions of four teams •Teams play 7 vs. 7 •This includes co-ed, women’s/men’s recreational and women’s/men’s competitive teams •These games have the offside rule •This league has 10 teams •There are four women’s recreational teams and four men’s recreational teams •There is one team of women’s competitive and one team of men’s competitive •Teams play 6 vs. 6 •This includes men’s recreational, men’s competitive, women’s recreational, and women’s competitive games. •These games do not have the offside rule •These costs are calculated per season •$35 for individual player •$325 for a team •Or $325/number of players on the roster Adult Leagues Saturday League Sunday League Costs Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance 7
  11. 11. Camps & Training Sessions Camps • Summer Solstice Soccer League • This is a six week camp that meets once a week for three hours. • This past summer there were three groups of U10 and under, a group of U12, a group of U14, and a group of teens that participated. • The camp has received positive feedback from participants. • ASA has offered two goalkeeper camps as well. • The cost of the camp is $75 for 15 hours of training Training Sessions • 50 minute one-on-one training sessions. • Participants will receive a written assessment after their third session. • ASA will also provides suggestions for improvement. • For three training sessions the cost is $45 •For one training session the cost is $17 Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance 8
  12. 12. Sponsors & Uniforms •ASA offers uniforms for youth teams but not for adult teams. •They do provide penny’s for the adult teams if they are needed. •Tad supplies these uniforms himself as well as takes care of them. •Players cannot keep these uniforms. •The sponsors listed above supply uniforms (t-shirts) for two youth teams. Uniforms Sponsors ED MAP is a leading provider of course materials for schools, universities, and other institutions in the education market. ED MAP ships course materials to over 500,000 students located throughout the world. Zones offers many services which include screen printing, embroidery, and garment printing. They also offer promotional products that help businesses spread the name of their brand/company. Gerig & Gerig is a private company that provides legal services in the oil well drilling business. It was established in 1983. It has an estimated annual revenue of less than $500,000. Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance 9
  13. 13. Under 6 6% 6 through 17 13% 18 through 24 31%25 through 44 23% 45 through 64 18% 65 and Older 9% Athens County Demographics Market The highlighted sections of this pie chart indicate the targeted age groups for ASA. This portion of Athens County demographics is made up of 53, 572 people. According to the 2010 Leisure Market Research Handbook, 6% of the total U.S. population is involved in either recreational or competitive soccer. This means that an estimated 3,214 people in the targeted age range of Athens County are involved in soccer (Miller, 2010). Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance Athens Soccer Academy currently has 230 participants (50 youth and 180 adults) which equals 7% of total market share. ASA’s low market share is a direct result of competition from other providers, such as OU and Athens Recreational programs and high school soccer. Sources: Athens County QuickFacts from the US Census Bureau 10
  14. 14. Marketing Strategy 1. Handing out Flyers 2. Using the website to promote new programs 3. Word of Mouth Strategy or “Buzz Marketing.” 4. E-mailing current and former clients Athens Soccer Academy utilizes these four techniques in their marketing strategy. Since there is no intermediary between ASA and the consumer, they must implement their own marketing tactics to appeal directly to the customer. The only expense ASA incurs for marketing is $60/quarter, or $240/year. This is merely .7% of revenue and 1.6% of total expenses. The only expense of ASA’s current marketing plan is printing flyers. It is also the only tactic designed to capture new customers (besides word of mouth), because using the website and emailing clients is designed to introduce new programs and offers for existing customers. ASA is struggling to find an appropriate marketing strategy because of budget restrictions. This becomes an issue because marketing is such an important tool for generating profit and failing to market effectively will keep ASA’s growth relatively stagnant. ASA’s main priority is to promote their individual training program, followed by the women’s league, youth league, and finally the men’s league. Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance 11
  15. 15. Liability & Waiver By signing this form, I voluntarily assume all risk of personal accident, injury, damage and/or loss as a result of participation in the Athens Soccer Academy program. Therefore, I agree to release Athens Local Schools, the Athens Community Center, the Athens Department of Parks and Recreation, and the Athens Soccer Academy, including its officers and any local individuals acting on behalf of these entities, from responsibility for any and all damage or injury of any kind as a result of my participation. This is a copy of the first page of the adult registration form for Athens Soccer Academy. The highlighted section of this form releases ASA from any liability due to injury or any other risk. Participants must sign this waiver in order to be eligible for participation. This is a very important detail of the registration form because liability could be a potential problem, especially with sports. ASA is currently a policy holder of Athens Insurance Services. Athens Insurance Services provides business insurance for ASA at a cost of $1,054/year. Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance 12
  16. 16. REVENUE EXPENSES PRE-TAX INCOME WINTER • Adult League • Youth Travel League • Refereeing • Training and Fall Tournament • Youth Camp SPRING • Adult League • Youth Travel League • Refereeing • Training and Fall Tournament • Youth Camp SUMMER • Adult League • Youth Travel League • Refereeing • Training and Fall Tournament • Youth Camp FALL • Adult League • Youth Travel League • Refereeing • Training and Fall Tournament • Youth Camp $4,660 $6,858 $7,735 $15,195 TOTAL $34,448 •Equipment and Supplies (600) •Staff (500) •Dining and Travel (200) •Fields and Indoor Facility Fees (1,250) •Youth Travel League Fees (300) •Insurance (64) •Advertising (60) Equipment and Supplies (600) Staff (1,000) Dining and Travel (420) Youth Travel League Fees (300) Insurance (64) Referees (270) Advertising (60) •Equipment and Supplies (600) •Staff (500) •Dining and Travel (200) •Insurance (64) •Advertising (60) •Equipment and Supplies (2,100) •Staff (1,000) •Dining and Travel (1,680) •Fields and Indoor Facility Fees (500) •Youth Travel League Fees (460) •Insurance (864) •Referees (540) •Youth Tournament Fees (250) •Advertising (60) (2,974) (2,714) (1,424) (7,454) (14,566) =$19,882 $1,686 $4,144 $6,311 $7,741 Operating Profit Margin = 36.2% Operating Profit Margin = 60.4% Operating Profit Margin = 81.6% Operating Profit Margin = 50.9% Financials Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance 13
  17. 17. $0 $2,000 $4,000 $6,000 $8,000 $10,000 $12,000 $14,000 $16,000 Winter Spring Summer Fall Revenue Expenses Operating Profit This graph illustrates the relationship between different operating seasons for Athens Soccer Academy. Fall is the most profitable in terms of revenue and income at $15,195 and $7,741, respectively, but also incurs the most expenses at $7,454. Expenses 73% Operating Profit 27% WINTER REVENUE Espenses 62% Operating Profit 38% SPRING REVENUE Expenses 55% Operating Profit 45% SUMMER REVENUE Expenses 66% Operating Profit 34% FALL REVENUE These pie charts display ASA’s operating efficiency in relation to each season. It explains how much revenue is used for covering expenses per season. This can tell us which seasons are most efficient in terms of generating operating profit: •Winter = 36.2% •Spring = 60.4% •Summer = 81.6% •Fall = 50.9% Operating Profit Margin Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance 14
  18. 18. Competitive Landscape Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance 15
  19. 19.  Offers a youth league for ages 5-12, a junior league ages 13-15, and an adult league ages 16 and up  Offers pick-up games, camps, and indoor leagues  The participation fee is $32  Season is September 22- October 26  Recreation soccer plays at the Athens Soccer Complex and Ohio University Intramural fields.  Associated with the Ohio South You Soccer Association  Offers discounts for families that have more than one player playing for the recreation center  Partners up with OU Intramural soccer to create indoor leagues  Parents volunteer to help supervise  Uses a blog to update information  Offers an online website store for those would are interested in purchasing Greater Athens Soccer Association (GASA) gear. Recreation League Competition Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance 16 Source: GASA
  20. 20. Competition  Ohio University offers both a recreational league and a competitive league  Teams consist of women’s only, men’s only and co-ed  The competitive league has three regular season games, with post season games depending on their performance.  Entry fee is $40  The recreational league has six regular season games with no playoffs, while the competitive leagues does have playoffs  Uses intramural league database to organize  Outdoor soccer takes place at the Intramural fields, located on Mill street  Offers outdoor soccer in the fall  7 vs. 7  Must have 4 men and 4 women at all times if co-ed  Offers indoor soccer in the spring  5 vs. 5  Must have 2 men and 3 women or 3 men and 2 women on the field at all times for co-ed Competitive: •Men: 24 teams •Women: 4 teams •Coed: 20 teams Recreational: • Men: 8 teams •Women: 0 teams •Coed: 20 teams Intramural League Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance 17 Source: OU Intramural Sports
  21. 21. Competitive Advantage Recreation League Intramural League Advantages for ASA • Offers a variety of training sessions • Top quality coaching and referees • Opportunity to play other teams regionally to increase competition • Allows players to compete competitively within the region • Offers Adult leagues Disadvantages for ASA • Recreation soccer is cheaper • Not an affiliated league • Recreation soccer has many parents volunteer •Offers a discount for families that have more than one participant • Intramural soccer is cheaper • Intramural soccer is more convenient for students at Ohio University •Uses an online database to organize the league Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance 18
  22. 22. Key Issues Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance 19
  23. 23. Visibility Issues Differentiation ASA’s website and the Greater Athens Soccer Association’s website are nearly identical. Since the websites are so similar people will expect similar experience in both leagues. The website fails to set ASA apart from the recreation league. Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance Website Logo & Image Organization ASA’s website is currently unorganized making it easy to get lost when browsing. As a result users can be turned away. A website says a lot about an organization; a well structured website suggests a well structured program. Differentiation ASA fails to separate itself from Athens Recreational and Intramural Soccer. ASA has no symbol or icon that is recognizable to the public. 20
  24. 24. Satisfaction Issues Coaches When surveying the women's league many of the competitors complained about the lack of training they receive. They expressed a desire to improve but ASA is currently understaffed to provide additional coaching. Referees More are needed to avoid overworking the current referees. Unreliable A major complaint in the adult league was scheduling. Teams complained about showing up to play a game and being the only team there. The scheduling is lacking organization, which is causing dissatisfaction. Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance Staffing Scheduling Competition Performance When talking to parents and participants a main concern was performance. Many women in the adult league wanted to be better prepared when facing competition. Parents worry their children will get discouraged and quit playing soccer. 21
  25. 25. Adult League Issues Visibility When speaking to a participant in the men’s league he did not even know if he was playing in an ASA league. ASA fails separate itself from its competition decreasing even word of mouth advertisement. Marketing ASA is failing to reach OU students. There is a significant amount of potential players at OU who have never heard of the academy. Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance Reaching OU 22
  26. 26. Recommendations Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance 23
  27. 27. Recommendations Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance Lack of Visibility and Ineffective marketing Create a new logo New marketing strategy Host a soccer tournament Limited Resources and Poor allocation of resources Obtain Sponsorship Utilize volunteer positions Tough Competition Offer a well-managed and competitively priced summer camp Limited Business Experience Utilize practicum credit Re-organization Poor Communication Newly structured website Key Issues Key IssuesRecommendations Recommendations 24
  28. 28. Create a New Logo There are several important aspects to the design of this logo. The shape is very well-known and widely used in the soccer community. Several popular clubs and academies use these styles, as you can see below. The shape is important because it automatically associates ASA as a soccer organization. Another important piece of this visual is that it represents ASA’s commitment to serving both men and women. Several clubs are either all men or all women– but ASA positions themselves to offer boys and girls, or men and women, an equal opportunity to enjoy the game of soccer. Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance One of the most important success factors in any industry is brand recognition. Although ASA is a service provider, they still need an easily recognizable and effective logo. A company’s logo is often the first thing that any audience sees – and first impressions can leave a lasting impact in the minds of potential consumers. It can be used as a marketing tool to help ASA become more distinguished. The logo should be all over Athens and surrounding cities– website, flyers, emails, t-shirts, banners, etc. 25
  29. 29. Additional Coaches Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance The Athens Soccer Academy should consider hiring two new paid coaches in the spring. Doing this will allow each of the youth teams to have their own coach. There are many benefits of having more coaches. This will allow the players to receive more hands on instruction from someone that will see them improve and make progress throughout the season. It will also allow the youth players to become more competitive between each other. Having a variety of coaches will expand the program allowing them to network within the soccer community. This will also make ASA more appealing to the public. The current participants will be more satisfied with additional coaches for ASA teams. Costs • Youth fees will increase by 20% • Spring season will cost $1,000 • Summer season will cost $500 • Fall season will cost $1,000 • (2011/2012) Winter season will cost $500 Benefits Make teams more competitive • Each youth team will have their own coach • Hands on instruction • Make ASA more appealing to the public 26 We figured it could take time to find coaches so we started forecasting the financials of having new coaches in the spring of 2011.
  30. 30. Practicum Credit The Sport Management Department will allow students to receive practicum credit through volunteering for ASA. •Students can receive 1-5 credits hours of practicum on a quarterly basis. Each students needs one credit to graduate but can receive up to five credits during their undergraduate career. •For every 20 hours of work students perform, they will receive one credit towards practicum. These positions would not only be for Sport Management students, but also for any student who would like to volunteer their time to contribute to the success of Athens Soccer Academy. In order to set up a program for students to receive practicum credit for volunteering, we will need to define what the students will be doing. ASA will provide students the opportunity to receive practicum credit by obtaining a position as one of the following; marketing coordinator, finance coordinator, sponsorship coordinator, media coordinator, concessions coordinator, merchandise coordinator, volunteer coach or volunteer referee. (See Appendix E for contact information) Marketing Coordinator Finance Coordinator Sponsorship Coordinator Media Coordinator Concessions Coordinator Merchandise Coordinator Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance 27
  31. 31. Volunteer Positions Marketing Coordinator • The marketing coordinator will be in charge of increasing the awareness of Athens Soccer Academy in the Athens community, Ohio University community, and surrounding cities. • Responsibilities include: • Develop a marketing plan to promote ASA • Conduct marketing research on how to target different age groups • Create handouts and flyers to distribute around Athens and surrounding cities • Coordinate events that will help increase awareness such as a possible fundraising event Sponsorship Coordinator • The sponsorship coordinator will be responsible for contacting businesses to sponsor ASA. • Responsibilities include: • Recruit businesses to sponsor ASA uniforms • Find sponsors who would like to promote their businesses on ASA’s website as well promote their business by purchasing signage that will appear on the home field of ASA • Recruit businesses to sponsor tournaments, camps, and training sessions that ASA will hold Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance 28
  32. 32. Volunteer Positions Business Operations Coordinator • The business operations coordinator will be responsible for all of the business aspects of ASA. • Responsibilities include: • Maintaining up-to-date financial information • Assist in creating a budget for ASA for each individual season • Keep all financial records • Ensure all payments are made Media Coordinator • The media coordinator will be in charge of maintaining the website. • Responsibilities include: • Manage website as well as make sure it is kept up-to-date. • Create advertisements for the website to market upcoming seasons and/or tournaments • Maintain a player information database separated by teams Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance 29
  33. 33. Volunteer Positions Concessions Coordinator • The concessions coordinator will be in charge of providing participants and fans with food and beverages during the games. • Responsibilities include: • Set-up, maintain, and tear down the concession stand during home games • Maintain a database with concession inventory, costs, and sales Merchandise Coordinator • The merchandise coordinator will be responsible for merchandise design and orders. • Responsibilities include: • Design merchandise for players and fans to purchase • Order new merchandise when necessary • Distribute the merchandise orderings to customers • Maintain a database with information containing order information, inventory, costs, and sales Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance 30
  34. 34. Volunteer Positions Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance Coaches • Coaches help the youth to develop their soccer skills, promote teamwork, encourage sportsmanship, and most importantly allow the kids to have fun. • Responsibilities include: • Regularly attend games and practice sessions • Maintain a safe environment for the youth • Be responsible for children until back in their guardians care • Attend necessary coaches meetings. • Be able to administer basic first aid Referees • Referees are the arbiters of the game, they are responsible for making sure players are following the rules. • Responsibilities include: • Knowing the rules of soccer • Making sure that all players follow the rules • Have the endurance to referee a full soccer game • Keeping track of game time 31
  35. 35. Advisory Board On a voluntary basis, parents and volunteers from the community can meet with Tad to provide advice and guidance to the ASA program. This will make the organization stronger as a whole because parents and volunteers will be able to offer input on what they believe is going well in the organization, what is not going well, and what needs to be changed in order for ASA to be successful. To gain a greater understanding of the organization To give input on decisions To participate in developing goals for the Academy To become an active member of the organization To educate parents To assist with rules, training programs, fundraising, sponsorship, and marketing of ASA To provide a way for ASA to solve problems Purpose of the Advisory Board Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance 32
  36. 36. Organization Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance Building a field maintenance schedule Creating a referees/volunteers sign-up sheet Parents organizing snacks for the kids at games/practices Organize volunteers for fundraisers Practice times for adult and youth leagues Reduce last minute changes There are many different ways Athens Soccer Academy can improve their organization. These include changes to: scheduling, practices, volunteering, and last minute notifications. Improving the organization of ASA will create new opportunities for parents and friends to help volunteer in different areas. Some of our suggestions to improve the organization of ASA are: One of the main suggestions that was given to us by a member on the women’s adult recreation league was to decrease the last minute changes. This can be done by having people subscribe to the website and join an email list. A mass email will be sent out to team members to notify them of upcoming events, informing them when practices/games are cancelled. As a result, participants and parents will become more satisfied with last minute changes. 33
  37. 37. Organization The current website is unorganized. The overload of information on the website makes it overwhelming. It is also very cluttered, which makes it hard for users to navigate throughout the website. This can turn people away from the organization. Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance One of the main problems with the website is the navigation bar. It does not organize the information as well as it could. Instead of separating the adult leagues into Saturday and Sunday leagues, it should be categorized as recreational and competitive. There is also unnecessary information on the website’s navigation bar that is taking up too much space, such as the maps. Instead of listing maps, with all of the locations, the website should list maps and make the link clickable, which will then show outdoor and indoor maps. From there, viewers can see maps of all the locations. This would not only make the website look cleaner but would make it much easier to navigate. An example of this is located on the right. Youth Leagues Adult Leagues Training Camps Tournaments Outdoor Maps Indoor Maps Maps 34
  38. 38. Organization There should also be a navigation bar for training, camps, and tournaments. Instead of relaying this information throughout the website they should have their own categories, this would make training, camps, and tournaments easier to locate. Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance Each team should have access to a printable schedule. This will not only help organize ASA, but will also help players and their parents organize their schedules. A roster would not only make ASA’s website more professional, but will also make players feel more like they are a member of the organization. 35
  39. 39. Apparel Store Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance Women’s Long-sleeve compression T-shirt $29.99 Short-sleeve compression T-Shirt $24.99 Children’s 100% Cotton T-shirt $9.99 Children’s Ultra Cotton Ringer T-shirt $9.99 Men’s Dry-Mesh Sport Shirt $29.99 Pullover Hooded Sweatshirt $29.99 Participants, parents, and fans of participants can now wear clothing with the ASA logo. They will now be able to represent their soccer organization by sporting one of these fantastic t-shirts! An apparel store will also create greater brand awareness of the Academy, resulting in more participants. Those who do not know about the Academy will now get the chance to see who ASA is by the marketing of ASA’s very own participants. The more people that know about ASA the better chance of having more participants there will be. Located on the right are samples of articles of clothing ASA Apparel store can sell. Since it is only the beginning of ASA apparel, we chose just a few simple articles of clothing. There is a t-shirt for each gender as well as age. If the Apparel store experiences success, then future articles of clothing and accessories will be made. The prices are marked up by 50%. This is taking into consideration the purchase of the clothing as well as the cost of printing the logo onto the t-shirts. 36
  40. 40. Marketing Strategy Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance ASA’s target market should focus on adult participants, especially for competitive teams. Since there is only one adult men’s competitive team and one adult women’s competitive team, this is the area that needs to recruit the most participants. In order to do so we will do the following: Using sponsorships to market and brand the Academy Create fliers and handouts to distribute throughout Athens and surrounding cities (See Appendix J to view example flyer) Use social networking to get information out Create handouts and flyers to post around campus as well as in businesses in cities around Athens Reach out to people in the Athens community as well as those at Ohio University. These will include: Clubs at OU (especially Sport Business Association, see Appendix F for more information) Companies Churches High Schools Current youth participants parents OU faculty and staff Intramural participants International students 37
  41. 41. Marketing Strategy Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance Social Networking There is also an opportunity on facebook to advertise ASA using facebook ads, which is available at whichever cost ASA chooses. The only limitation is the minimum budget, which is $1.00 per day. Located below is what facebook ads can do for ASA: Source: Facebook Advertising Reach Your Target Customers Connect with over 500 million customers Choose audience by location, age, and interest Image or text based ads are available Deepen Your Relationships Promote ASA by the use of a facebook page or fan page Users will be able to “like” the group ASA or like your posts on the page Build an ASA community within facebook Control Your Budget Set budget daily Adjust budget daily Pay facebook when people click on your page or see your add Facebook is one of the top social networking websites with millions of users that share information everyday. Creating a facebook page is easy and available to ASA at no cost. This is an especially easy way to target college students. Users will be able to obtain the latest news, interact with ASA on a personal basis, and provide feedback to ASA on their facebook page. 38
  42. 42. According to our survey, which is located on the right, 91% of male international students like to watch soccer games and 82.5% of male international students would like to play soccer International Student & Faculty Services (ISFS) usually holds soccer games during the international students orientation. However, since they do not have contact with the Athens recreation center, they could only hold small and informal games in Ping Center. It is a good opportunity to co-organize the soccer games with ISFS to gain greater awareness for ASA. By reaching out to members of Chinese Student and Scholar Association (CSSA), ASA could enlarge their current market. Several international students said they would be interested in playing more competitive soccer in a well-organized league such as ASA’s winter indoor league in Albany’s indoor facility. (See Appendix I for contact information) Marketing Strategy Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance 你爱看足 球赛?你 爱踢足球 么? Target International Students 39
  43. 43. Sponsorship Perk’s is interested in sponsoring Athens Soccer Academy. As we met the General Manager of Perk’s, he told us that he would be interested in helping because it is part of the Athens Community, but he was not sure how much he will be able to contribute. We gave him a flyer to help show the different ways they could help sponsor. Some of the ideas we offered included: •Providing uniforms for a team, which will have your logo on the shirts. • Donate food/beverages for a tournament • Host a tournament in Perk’s name • Create a banner with Perk’s logo to hang up at the soccer field Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance Below is an example of the sponsorship letter we gave to a variety of different businesses in Athens. Perk’s Coffee House & Roastery 49 South Court Street Athens, OH 45701-2811 (740) 594-7375 40
  44. 44. Training Sessions Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance Session Price Sessions Taught Profit Current $17 45 $765 Recommended $25 45 $1,125 Increased Profit $360 When considering a training session $17 for a 50 minute session is underpriced. If the price for and individual session was raised to $25 there would be a $360 increase in the individual session profits. Because $25 is still a reasonable price for a 50 minute session we do not believe it will have an adverse effect on the number of participants. Session Price Sessions Taught Profit Current $15 45 $675 Recommended $22 45 $990 Increased Profit $315 Individual Session Three Session (Discounted) The current price for one session when purchasing the three session package is $15. If the package price was increased from $45 to $65 ($7 more per 50 minute session) there would be $315 increase in the three session package profits. We do not expect a decrease in participants because the sessions are reasonably priced. Total increase in profits of $675 Financials 41
  45. 45. Host a Tournament Athens Soccer Academy can host a youth tournament at the Athens Soccer Complex. This will allow for ASA to create greater brand awareness and network with other Soccer Clubs and Academy’s in the area. It will also bring in revenue for ASA. We have contacted Marietta Soccer League and SAY Soccer to get their input about tournaments. Each of those Soccer Associations are willing to come to Athens for a tournament. Also, they are each willing to help Athens Soccer Academy organize and recruit participants. (See Appendix F&G for contact information) Youth Soccer Tournament Increase awareness Competitive environment for players Increase revenue Broaden ASA’s network Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance Tournament Information 42 Youth Soccer Tournament Layout • $300 per team • Gender: Male and Female • Age Group(s): U10,U14 • Facility Type: Indoor/Outdoor • Application Deadline: February 28st 2011 • Tournament Date: March 2011 • Contact: Tad Albano tad@athenssocceracademy.com
  46. 46. Host a Tournament Group A Group B TEAM 1 • 10:00am Vs. Team 2 (Field 1) • 12:00pm Vs. Team 3 (Field 1) Team 2 • 10:00am Vs. Team 1 (Field 1) • 2:00pm Vs. Team 3 (Field 1) Team 3 • 12:00pm Vs. Team 1 (Field 1) • 2:00pm Vs. Team 2 (Field 1) TEAM 4 • 10:00am Vs. Team 5 (Field 2) • 12:00pm Vs. Team 6 (Field 2) Team 5 • 10:00am Vs. Team 4 (Field 2) • 2:00pm Vs. Team 6 (Field 2) Team 6 • 12:00pm Vs. Team 4 (Field 2) • 2:00pm Vs. Team 5 (Field 2) 20 minute half’s, two 2 minute time outs, one 1 minute timeout, shootout if game is tied Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance Tournament Structure 43 4pm--- Winner of Group A Vs. Winner of Group B (Field 1) 4pm--- 2nd place of Group A Vs. 2nd place of Group B (Field 2) 6pm--- 3rd place of Group A Vs. 3rd place of Group B (Field 1) U10 will play on Saturday and U14 will play on Sunday This will be the same structure for both days
  47. 47. Host a Tournament Revenue: Team Fees (a) $3,600 Sponsorship (b) 200 Expenses: Referees (c) 520 Field Rental Maintenance T-Shirts (d) 840 Brochures (e) 30 Trophies (f) 280 Total Expenses 1,670 Operating Profit: $2,130 (a) $300/team X 12 teams (b) $200 for logo on t-shirt, brochure, banner (c) $20/referee/game X 26 referee slots (d) $6/shirt X 10 players/team X 12 teams (e) $.25/brochure X 120 brochures (f) $7/trophy X 40 trophies (1st & 2nd place) This tournament will not only generate revenue, but it would also help ASA begin networking with other clubs in the soccer community. It would require a great deal of responsibility and professionalism, but would provide excellent exposure for ASA as they continue to grow. The tournament would also provide ideas for future recommendations and business strategies. As you can see, profit is not the only benefit for hosting this tournament, but the experience and insight will be priceless. (b) (f) Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance Tournament Financials 44
  48. 48. Tournament Registration/Release Form Youth Tournament Registration/Release Form Hosted By: Athens Soccer Academy March 19, 2011 Participant Information Participant’s Name ___________ Birth Date__/__/__ Township______________ School______________ M/F Team/Club_______________ Home Phone__________ List any soccer skills you want to improve: __________ ____________________________________________ Parent/Contact Information Mother’s Name______________ Cell Phone__________ Father’s Name_______________ Cell Phone__________ Mother/Father Email Address _____________________ Emergency Contact (other than parent)_____________ Emergency Contact Phone Number _____________ Participant Medical Information List any physical or psychological conditions which ASA should be made aware of: ____________________________________________________ I hereby agree that the information provided above is accurate: Parent /Guardian Signature ______________________ Date __/__/__ Print Name ____________________Relationship __________________ Youth Tournament Registration/Release Form Hosted By: Athens Soccer Academy March 19, 2011 RELEASE STATEMENT NOTE: THE STATEMENT SHOULD BE SIGNED BY PARENT/GUARDIAN FOR MINOR PLAYER; AN ADULT PLAYER FOR HIM/HERSELF. I, the parent/guardian of the Registrant, a minor, or adult Registrant of legal age, agree that I and the Registrant will abide by the rules of the ASA and their sponsors. Recognizing the possibility of physical injury associated with soccer and in consideration for the ASA accepting the Registrant for their soccer tournament, I hereby release, discharge and/or otherwise indemnify the ASA, their affiliated organizations, sponsors, employees, officers, directors, and associated personnel, including the owners of the fields and facilities utilized for the Programs and the drivers who provide transportation for the Programs, against any claim by or on behalf of the Registrant or brought by any third party as a result of injury to the Registrant, as a result of the Registrant’s participation in the Programs and/or being transported to or from the same, which transportation I hereby authorize. I further certify that my son or daughter has my permission to participate in the Programs and that he/she is covered by personal health/accident insurance. Additionally, I hereby give permission for any and all medical attention necessary to be administered to the Registrant in the event of an accident, injury, sickness, etc. under the direction of the Registrant’s coach or assistant coach, until such time as I may be contacted. I hereby release, discharge and otherwise indemnify ASA, their owner, employees, and directors, for any medical attention or treatment provided to the Registrant by them, any claim against them for reasonable medical treatments which they have authorized, and any claim against them for the failure to provide medical care. I also hereby assume the responsibility for the payment of all such medical treatment. Parent/Legal Guardian Signature___________________ Date__/__/__ Print Name _____________________________________ Front Back Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance 45
  49. 49. Improve Camps Athens Soccer Academy received positive feed back from this past years Summer Solstice Soccer League Camp. Since they received positive feedback, ASA should host more soccer camps throughout the year. The camps that could be offered can emphasize goal training, foot skills, and speed/agility. These camps can help recruit players that have never played soccer before. Offering different skill level camps will allow participants to learn soccer at a pace that they can keep up with and still feel comfortable. Some of the benefits a soccer camp will offer for Athens Soccer Academy include: Increase revenue/profit margins Increase visibility in the soccer community ASA will become more multi dimensional by offering more services like camps, tournaments, and leagues Allows players to learn how to utilize skills during a game Receive quality instruction with players on the same skill level Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance Camp Information 46
  50. 50. Improve Camps DAYS: Monday - Thursday TIMES: 6-10 yr. olds 9am-12pm 11-14 yr. olds 12-3pm DATE: July 2011 LOCATION: Athens Soccer Complex HOUR 1: Basic skills, lessons, technical and tactical motions, and drills to get warmed up HOUR 2: Dribbling, passing, shooting, and goal keeping 15 MINUTE BREAK: This will allow the kids to get a drink of water and eat a quick snack HOUR 3: Scrimmage to work on the skills and fundamentals that were incorporated in the camp *Please provide your own shin guards, cleats, balls, water, and snacks. The Summer Solstice Soccer League will help benefit the players in the Athens Community. It allows players to develop and utilize their skills in a controlled environment. This will help players and teams prepare for competition. This is a good way for youth to receive instruction with groups of participants on the same playing level. Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance Camp Structure 47
  51. 51. Improve Camps (a) $100 X 40 participants (b) $150 X 2 coaches for 24 hours work (c) $90 for 20 cones, 5 youth balls, and 8 penny’s (d) $6/shirt X 30 kids + 5 extra (e) $200 for miscellaneous awards/raffles/etc (f) $.25/brochure X 40 brochures An Athens Soccer Academy summer camp is a great way to generate profit, especially since there’s only one other youth camp in the area (which is the recreation’s camp, competitively priced at $110). With the growth of ASA, we feel as if Tad can get at least 40 participants with the help of proper marketing and promotion. SOCCER CAMP PROMOTION •ASA should promote this camp with special offers such as: •Sign up 1 camper, register the 2nd for half-price •Register before July 1 and receive $20 off. MARKETING •ASA should target campers who: •Are in Athens elementary/middle schools •Also sign up for the Athens Recreation camp •Currently participate in ASA or REC leagues Revenue: (a) $4,000 Expenses: Coaches (b) 300 Equipment (c) 290 T-shirts (d) 210 Trophies/awards (e) 200 Brochures (f) 10 Total Expenses: 1010 Operating Profit $2,990 Camp Financials 48 Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance
  52. 52. Recommendation for Youth Leagues Youth needs more practices before the start of the season Parents feel that other teams are more prepared Have home games during the season Youth teams are playing too many games in one day. When the game is away, have only one unless it is a tournament If there has to be two games in one day, try to make some of those take place at the home field Keep information up-to-date on the website Less last minute changes More practices and better organization Plan to build a facility the future Through designing and implementing a survey to give to the parents of players on the ASA Youth Leagues, we discovered that there are many things that the parents would like to see changed or improved. The parents of the Youth League had many suggestions for ASA and how they should change in the near future. Below are suggestions from parents that can contribute to the success of ASA: Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance 49
  53. 53. Forecasted Financial Performance Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance 50
  54. 54. Pre-Recommendation Financials E2010 Budget 2011 Fall Winter Spring Summer Fall TOTAL Revenue: Adult League 5,145 1,500 2,573 3,860 5,145 13,078 Youth Travel League 3,990 2,660 2,660 3,990 9,310 Refereeing 4,500 1,125 1,125 4,500 6,750 Training & Fall Tournament 1,560 500 500 500 1,560 3,060 Youth Camp 2,250 2,250 Net Revenue 15,195 4,660 6,858 7,735 15,195 34,448 Operating Expenses: Equipment & supplies 600 600 600 600 2,100 3,900 Staff 1,000 500 1,000 500 1,000 3,000 Dining & travel 1,680 200 420 200 1,680 2,500 Fields & indoor facility fees 500 1,250 500 1,750 Youth travel league fees 460 300 300 460 1,060 Insurance 864 64 64 64 864 1,056 Referees 540 270 540 810 Youth tournament fees 250 250 250 Advertising 60 60 60 60 60 240 Net Operating Expenses 5,954 2,974 2,714 1,424 7,454 14,566 Pretax Income 9,241 1,686 4,144 6,311 7,741 19,882 Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance 51
  55. 55. Winter Spring Summer Fall TOTAL Revenue: Adult League 3,400 4,250 5,950 8,500 22,100 (a) Youth Travel League 2,660 3,300 5,000 10,960 (b) Refereeing 1,125 1,125 4,500 6,750 (c) Tournaments 3,800 1,560 5,360 (cc) Training 750 750 750 750 3,000 (d) Web Site Sales 390 325 130 390 1,235 (dd) Youth Camp 4,000 4,000 (e) Net Revenue $11,000 $9,750 $11,955 $20,700 $53,405 Operating Expenses: Equipment & supplies 600 600 890 2,100 4,190 (f) Staff 500 2,000 1,000 2,000 5,500 (g) Dining & travel 200 420 200 1,680 2,500 (h) Fields & indoor facility fees 1,250 500 1,750 (i) Youth travel league fees 300 300 460 1,060 (j) Insurance 64 64 64 864 1,056 (k) Referees 520 270 540 1,330 (l) Youth tournament fees 250 250 (m) T-Shirts 1,400 700 1,190 1,400 4,690 (n) Miscellaneous 310 210 520 (o) ASA custom apparel 195 163 65 195 618 (p) Advertising 150 150 150 150 600 (q) Net Operating Expenses $5,489 $4,667 $3,769 $10,139 $24,064 Pretax Income $5,511 $5,083 $8,186 $10,561 $29,341 (a) An additional 3 teams in Winter to account for the international students interested in ASA indoor league. An additional 2 teams in other seasons to account for increased marketing towards adults. Also an increase of $10 per player for custom team shirts. (b) An increase of $20 per player for hiring additional coaches (c) Remains the Same (cc) Fall tournament remains the same – Additional revenue from hosting Winter Tournament ($3,600 team fees + 200 sponsorship – see pg. 44 for specific tournament financials (d) Increased training fees to $25/session and $65/3 sessions while keeping number of sessions constant (dd) Estimated 10% of total participants purchase sweatshirt in winter, compression shirt in spring, t-shirt in summer, and long-sleeve compression shirt in fall. (e) $100/participant X 40 participants (f) Increase of $290 in summer for purchase of soccer camp equipment package including soccer balls, cones, and penny's (g) Double the expense to account for hiring additional youth coaches. (starting in Winter to allow time to find coach) (h) Remains the Same (i) Remains the Same (j) Remains the Same (k) Remains the Same (l) Increase to account for hosting Winter Tournament (refer to pg. 44 for specific tournament financials) (m) Remains the Same (n) $7/person for custom-made team t-shirts in adult leagues + $7/person for Winter Tournament & Summer Camp (o) Trophies and Brochures – refer to pg. 44 for specifics (p) Cost of ordering custom ASA apparel per amount ordered (q) $100 for flyers/season + $50 for Facebook advertising Forecasted Post-Recommendation Budget 2011 Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance 52
  56. 56. Winter Spring Summer Fall TOTAL Revenue: Adult League 3,400 5,100 6,800 9,350 24,650 (a) Youth Travel League 2,660 3,300 5,000 10,960 (b) Refereeing 1,125 1,125 4,500 6,750 (c) Tournaments 3,800 1,560 5,360 (cc) Training 750 750 750 750 3,000 (d) Web Site Sales 390 325 130 390 1,235 (dd) Youth Camp 4,000 4,000 (e) Net Revenue $11,000 $10,600 $12,805 $21,550 $55,955 Operating Expenses: Equipment & supplies 500 500 500 500 2,000 (f) Staff 500 2,000 1,000 2,000 5,500 (g) Dining & travel 200 420 200 1,680 2,500 (h) Fields & indoor facility fees 1,250 500 1,750 (i) Youth travel league fees 300 300 460 1,060 (j) Insurance 64 64 64 864 1,056 (k) Referees 624 324 648 1,596 (l) Youth tournament fees 250 250 (m) T-Shirts 1,400 840 1,330 1,540 5,110 (n) Miscellaneous 310 210 520 (o) ASA custom apparel 195 163 65 195 618 (p) Advertising 180 180 180 180 720 (q) Net Operating Expenses $5,523 $4,791 $3,549 $8,817 $22,680 Pretax Income $5,477 $5,809 $9,256 $12,733 $33,275 (a) An additional 2 teams in Spring, Summer, and Fall seasons to account for increased marketing towards adults. No additional increase in Winter due to limited facilities (f) Reduction in equipment and supplies expense back to normal because soccer camp equipment can be re-used as well as indoor/outdoor soccer goals (l) Increase 20% per quarter to account for increased adult league participation (n) Increase in T-shirt expense to account for increased adult league participation ($7/ 2 new teams of 10 members) (q) Increased 20% to support marketing efforts/promotions Forecasted Post-Recommendation Budget 2012 Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance 53
  57. 57. Winter Spring Summer Fall TOTAL Revenue: Adult League 3,400 5,950 7,650 10,200 27,200 (a) Youth Travel League 4,400 4,400 6,100 14,900 (b) Refereeing 1,125 1,125 4,500 6,750 (c) Tournaments 3,800 1,560 5,360 (cc) Training 750 750 750 750 3,000 (d) Web Site Sales 468 390 156 468 1,482 (dd) Youth Camp 4,000 4,000 (e) Net Revenue $12,818 $12,615 $13,681 $23,578 $62,692 Operating Expenses: Equipment & supplies 500 500 500 500 2,000 (f) Staff 1,250 2,500 1,250 2,500 7,500 (g) Dining & travel 200 420 200 1,680 2,500 (h) Fields & indoor facility fees 1,250 500 1,750 (i) Youth travel league fees 300 300 460 1,060 (j) Insurance 64 64 64 864 1,056 (k) Referees 749 389 778 1,915 (l) Youth tournament fees 250 250 (m) T-Shirts 1,400 980 1,470 1,680 5,530 (n) Miscellaneous 310 210 520 (o) ASA custom apparel 234 196 78 234 742 (p) Advertising 216 216 216 216 864 (q) Net Operating Expenses $6,473 $5,564 $3,988 $9,662 $25,687 Pretax Income $6,345 $7,051 $9,693 $13,916 $37,005 Forecasted Post-Recommendation Budget 2013 Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance (a) An additional 2 teams in Spring, Summer, and Fall seasons to account for increased marketing towards adults. (b) Increased Winter fees $20 for coaches + revenue from an additional youth team in each season as ASA grows (dd) Increase 20% as ASA’s brand recognition and popularity increases (g) Increase staff for coaches in winter + additional coach for new team (l) Increase 20% as ASA’s adult league continues growing (n) Increase to account for 2 additional adult league teams (p) Increase 20% to account for increase in web site sales (q) Increase 20% to market individual training sessions and ASA brand 54
  58. 58. (d) With diminishing growth in the adult and youth soccer leagues, ASA should be able to generate more profit from individual training sessions (g) Staff expense will increase because another coach, in addition to Tad, will be needed to fill the demand for training programs (q) Increase 20% to market individual training sessions and ASA brand Winter Spring Summer Fall TOTAL Revenue: Adult League 3,400 5,950 7,650 10,200 27,200 (a) Youth Travel League 4,400 4,400 6,100 14,900 (b) Refereeing 1,125 1,125 4,500 6,750 (c) Tournaments 3,800 1,560 5,360 (cc) Training 1,500 1,500 1,500 1,500 6,000 (d) Web Site Sales 468 390 156 468 1,482 (dd) Youth Camp 4,000 4,000 (e) Net Revenue $13,568 $13,365 $14,431 $24,328 $65,692 Operating Expenses: Equipment & supplies 500 500 500 500 2,000 (f) Staff 1,500 2,750 1,500 2,750 8,500 (g) Dining & travel 200 420 200 1,680 2,500 (h) Fields & indoor facility fees 1,250 500 1,750 (i) Youth travel league fees 300 300 460 1,060 (j) Insurance 64 64 64 864 1,056 (k) Referees 749 389 778 1,915 (l) Youth tournament fees 250 250 (m) T-Shirts 1,400 980 1,470 1,680 5,530 (n) Miscellaneous 310 210 520 (o) ASA custom apparel 234 196 78 234 742 (p) Advertising 259 259 259 259 1,037 (q) Net Operating Expenses $6,766 $5,858 $4,281 $9,955 $26,860 Pretax Income $6,802 $7,507 $10,150 $14,373 $38,832 Forecasted Post-Recommendation Budget 2014 Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance 55
  59. 59. $0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000 Current 2011 2012 2013 2014 Revenue Expenses Profit 2011 2012 2013 2014 Revenue 55% 4.8% 12% 4.8% Expenses 65.2% (5.8%) 13.3% 3.8% Profit 47.6% 13.4% 11.2% 4.9% This graph illustrates the forecasted financial trends through the year 2014. Revenue and profit are nearly proportional in growth, while expenses tend to fluctuate. The initial growth in the first year (relative to the current budget) has the highest margin increase because our recommendations were formulated to make an immediate impact. Implementing our recommendations will promote a growth strategy that provides both short-term and long-term solutions. After year 4, however, the growth rate begins to diminish due to an insufficient market size. Forecasted Post-Recommendation Trends Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance 56
  60. 60. 30% 40% 50% 60% 70% 80% 90% Current 2011 2012 2013 2014 OperatingMargin Operating Profit Margin Trends Winter Spring Summer Fall This line graph illustrates the operating profit margin trends over the forecasted years through 2014. Spring and summer decrease while winter and fall increase. Our recommendations will help distribute profit and spending more evenly throughout the 4 quarters. It also shows us that ASA must spend more money, especially in the first year, in order to generate higher margins. Winter Spring Summer Fall Current 36% 60% 81% 51% 2011 50% 52% 68% 51% 2012 50% 55% 72% 59% 2013 50% 56% 71% 59% 2014 50% 56% 71% 59% Post-Recommendation Financial Analysis Current Strategy Competitive Landscape Key Issues Recommendations Forecasted Performance 57
  61. 61. Conclusion The Athens Soccer Academy was established in 2008 with no clear direction or future outlook. The Academy was created in order to foster the growth of men’s and women’s (youth and adult) soccer in Athens and surrounding areas. Tad Albano’s passion for soccer is the driving force behind this organizations mission. However, passion alone is not enough for ASA to succeed and grow in the soccer community as a profitable establishment. We realized that ASA has several issues, including: lack of visibility and ineffective marketing, limited resources and poor allocation of those resources, minimized profit margins, tough competition, and limited business experience. We determined that Athens Soccer Academy hasn’t capitalized on many of the success factors commonly associated with this business. Therefore, we analyzed the issues and success factors and developed effective recommendations to help ASA capture more of the market share to generate higher profit margins. We also believe that our recommendations will provide lasting benefits to the organization that will help them become better acquainted with the soccer community, while also offering immeasurable amounts of experience. Our recommendations include: creating a new logo, utilizing practicum credit and volunteer positions, obtaining sponsorship, implementing a new marketing strategy, hosting a soccer tournament, offering a well-managed youth soccer camp, and reorganizing the website. These recommendations will have both short-term and long-term benefits that ASA can prosper from. Finally, we believe that our team has accurately forecasted possible financial trends that are directly correlated with our recommendations. Athens Soccer Academy has potential to create the foundation for a long-lasting, community-oriented and successful establishment. 58
  62. 62. References "Athens County QuickFacts from the US Census Bureau." State and County QuickFacts. 16 Aug. 2010. Web. 9 Nov. 2010. <http://quickfacts.census.gov/qfd/states/39/39009.html>. “Athens Soccer Academy.” Athens Soccer Academy. 2010. Web. 9 Nov. 2010. <http://www.athenssocceracademy.com/>. "Facebook Advertising." Welcome to Facebook. 2010. Web. 9 Nov. 2010. <http://www.facebook.com/advertising/?campaign_id=194417723019&placement=broad&creative=6446369412&keyword=adve rtising facebook&extra_1=457cda7d-0be0-0748-e368-000046f558ec>. "GASA." Athens Ohio Soccer. 2010. Web. 9 Nov. 2010. <http://www.athensohiosoccer.com/gasa>. "Intramural Sports." Campus Recreation. 2010. Web. 9 Nov. 2010. <http://www.ohio.edu/recreation/intramural/>. Miller, Richard Kendall, and Kelli D. Washington. The 2010 Leisure Market Research Handbook. Loganville, GA: Richard K. Miller & Associates, 2010. Print. 59
  63. 63. 60 Appendix
  64. 64. Appendix A: Letter of Transmittal 61
  65. 65. Appendix B: SWOT Analysis 62 S T R E N G T H S W E A K N E S S E S O P P O R T U N I T I E S T H R E A T S  Experienced and knowledgeable staff  Fields available for use  Individual training sessions  Summer Solstice Soccer League  Connections in soccer through refereeing  Understaffed  Lack of visibility  Organization  Ineffective marketing  Lack of uniforms for participants  Limited resources/poor allocation of resources  Limited business experience  Recreational soccer  OU Intramural soccer  Regional competition  Other sports  Limited market size/population  Low per capita income  Ohio University students, staff, and faculty  Develop sponsorships with businesses in Athens and surrounding cities  Training sessions targeted towards all athletes
  66. 66. Appendix C: Adult Participant Survey Results A survey was conducted to determine how satisfied ASA’s adult participants were. We surveyed around 30 participants that are members of both the competitive and recreational leagues. We asked a variety of different questions the participants answers included: How satisfied are you were ASA on a 1-10 scale? (1=the least satisfied, 10=most satisfied) Does ASA need more coaches and referees? Are you satisfied with the pricing of ASA? Are you satisfied with the management structure? Are you satisfied with the communication of ASA? Would you like to participate in more tournaments? Would you like to have more practices? 3 4% 6 8% 7 20% 8 20% 9 16% 10 32% Participant Satisfaction On a 1-10 scale, the majority of ASA adult participants were satisfied. As you can see in the chart, almost 50% of adult participants chose a 9 or 10 on a 1-10 scale. Although these participants are satisfied with the program, they did agree that it needs much improvement. With this survey, we gained valuable feedback from participants, which allowed us to develop our recommendations for the Academy. 63
  67. 67. Appendix D: Adult Participant Survey Results YES 60% NO 40% More Practice YES 28% NO 72% More Tournaments YES 80% NO 20% Satisfaction with Communication When asked if participants would like more tournaments, the majority of participants replied no. When asked if participants would like more practices about half of them replied yes. When asked if the participants were satisfied with the communication between them and ASA, the majority of the replied yes. YES 92% NO 8% Satisfaction with Price YES 72% NO 28% More Coaches and Referees YES 84% NO 16% Satisfied with Management When asked if participants were satisfied with the price of participating in ASA the majority of them replied yes. When asked if participants would like more coaches and referees the majority of them replied yes. When asked if participants were satisfied with management the majority of them replied yes. 64
  68. 68. Appendix E: Practicum Credit It has been approved that Sport Management students will be able to receive practicum credit for volunteering with Athens Soccer Academy. Located on the right of this page is an example of the practicum contract. You can also find this information on the College of Business website under Departments, Sport Administration, Undergraduate Sport Management Program, and Practicum Files. If you have any further questions, feel free to contact Professor Packy Moran. He is charge of practicum and internship credits for Sport Management Majors. Patrick Moran Professor in Sport Administration moranp1@ohio.edu (740) 593-0108 Grover Center E118 65
  69. 69. Not only could the Sport Management Department give students the opportunity to receive practicum credit for their major, but they could also help market ASA. The Sport Management Department has a list serve (mass email list to all Sport Management students) where they send out emails everyday about internships and practicum/volunteer opportunities. I spoke with Packy Moran about adding ASA to the list serve and he said he would be more than happy to. He said that they could also add ASA to the list of contacts to receive practicum credit. This would be a great way to get the word out to students about the Academy. The Sport Management Department also has a club called Sport Business Association. This club volunteers for many athletic events Ohio has to offer. Students get points for volunteering and helping out athletic events and could receive points in the club by volunteering to coach or referee games for ASA. They also may potentially even be interested in signing teams up to play for ASA. Sport Business Association Below is an example of an email from the Sport Management list serve. This example is from Athens Recreation Soccer looking for volunteer coaches. Appendix F: Sport Management Department 66
  70. 70. Appendix G: Tournament Information E-mail to other organizations My name is Aaron Wheatley. I am currently in the College of Business at Ohio University. I am working on a consulting project for Athens Soccer Academy (ASA). I recommended that ASA host its own soccer tournament in the future. My purpose for emailing you is to see if you and your club/academy would be interested in participating in a youth tournament in Athens in the future? My goal is to help promote youth soccer in the area. In order to do so, we proposed that the Athens Soccer Academy host its own tournament. Please let me know your thoughts about participating in this youth soccer tournament. Thank you SAY Soccer Doug Wood One North Commerce Park Dr. Suite 306 – 320 Cincinnati, OH 45241 dwood @saysoccer.org 800-233-7291 Aaron, Thanks for reaching out. I checked out the ASA website and did not find an affiliation other than Southeastern Ohio Soccer. Soccer Association for Youth aka (SAY Soccer), is a US Soccer Federation Affiliate and we would be more than capable of helping you with promotions in your area. I am not sure how well versed you are in soccer organizations but they mean a lot when you are organizing events. If you would like to talk or learn more about Say Soccer, give me a call 800-233-7291. We are nationally based in Cincinnati, OH Douglas Wood National Marketing / Operations Director Soccer Association for Youth, USA 800-233-7291 In order to host a youth soccer tournament in Athens, we had to contact soccer clubs around the area in order to gather information about potential interest. Below is our email to the soccer organizations, their responses, and contact information. Reponses to E-mailContact Information 67
  71. 71. Appendix H: Tournament Information Marietta Soccer League Shane Hartshorn U-14 E-mail: cody22alan@yahoo.com Phone: 740-336-4467 *Interested depending on when we host the tournament Eric Johnson U-13 E-mail: ericandstacy@suddenlink.net *Interested depending on when we host the tournament Bill Mannix U-11 and U-9 Email: bmannix@suddenlink.net *Interested, but has many questions We would be interested depending on when u want to host it and myself and my tournament director Shane hartshorn We would most likely be interested in playing in a tournament in Athens. The only restriction would be that it not interfere with the tournament that we host at Marietta. This tournament is the Marietta Soccer Classic, which supports the Marietta Soccer League. The Marietta tournament is usually held in May of each year. Eric Johnson Head Coach Marietta Flames 97 Boys Reponses to E-mailContact Information Aaron, Sorry it has taken my so long to reply. I would basically say that we would certainly consider playing in a tournament held in Athens. It would depend on many factors for us but sure we would consider coming. Athens teams have come to the Marietta tournament for years, Some of the things to consider prior to setting up the tournament: Cost, What season and date, Venue, Sanctioning, competition, Level of play, Availability of refs, Who to recruit, Number of brackets per age, How many teams per bracket, Hotels, Patches or other giveaways, Etc. We look at all of the factors prior to voting. Thanks, Bill Mannix Marietta Flames Director Marietta Soccer Classic 68
  72. 72. Appendix I: ISFS & CSSA Information Sandy Fu Sports & Recreation Department lacky3521@gmail.com Add CSSA mailing list by http://listserv.ohio.edu/mailman/listinfo/cssa-l After signing in the mailing list, you will be able to send out emails for upcoming events to all of the students that are a part of the organization. We contacted Ohio University International Student and Faculty Services (ISFS) and Chinese Students and Scholar Association (CSSA) to see if they would be willing to organize some soccer games during the orientation. Here is the contact information for these two organizations. Kara Kauffman Graduate assistant One Park Place Baker University Center 348 Athens, Ohio, 45701 kk147810@ohio.edu T: 740-593-4330 F: 740-593-4328 ISFSCSSA 69
  73. 73. Appendix J: Soccer Flyer ARE YOU INTERESTED IN PLAYING COMPETITIVE SOCCER?? JOIN ATHENS SOCCER ACADEMY! ASA is seeking players who would like to play on a competitive women’s only, men’s only, or co- ed travel team! Players can either join a team or create their own. We are now recruiting players for the indoor season located only ten minutes away at Albany Soccer Complex! The cost is only $35 for an individual player or $325 for a team which consists of 8-12 players. Join today and get a discounted price for registering early! ASA将于12月至1月组队去 Albany 比赛,诚邀您的加入。 If interested please contact: Tad Albano tad@athenssocceracademy.com Or check out the website at: Athenssocceracademy.com In order to target adult participants for the competitive adult league, we will need to market ASA. A flyer would be a great way to do so. Flyers can be posted in building around Ohio University, companies around Athens, companies in surrounding cities, and even handed out to students. This flyer explains exactly who ASA is marketing to, which are men and women, who are interested in playing competitive soccer. We want to get students attention that are interested in playing competitive soccer which is why that is the title of the flyer. Also, one way to get college students attention is discounts. If students sign up today they will get a discounted registration price. A little description about what ASA is looking for, cost, and contact information are explained on the flyer as well. There is also information in the Chinese language to reach out to those students as well. A flyer that also has information in Chinese will be a great way to reach out to those students. It will show that ASA is encouraging participation from different types of cultures. 70

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