Slides for the open evening rp 27.05.10

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Opening slides from the ECFC Fans Open Day

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Slides for the open evening rp 27.05.10

  1. 1. ECFC 20/20 Vision
  2. 2. <ul><li>CONGRATULATIONS </li></ul>A really successful football club
  3. 3. What this evening all about <ul><li>The clubs ambitions </li></ul><ul><li>Keeping you informed </li></ul><ul><li>The people who run the club </li></ul>
  4. 4. Why do we need a strategy? <ul><li>Who remembers V10? </li></ul>To achieve our ambitions Ambitions achieved !!
  5. 5. V <ul><li>Turnover up </li></ul><ul><li>Playing budget increased </li></ul><ul><li>Overheads remain level </li></ul>Exeter City FC Financial Progress over the last 7 seasons
  6. 6. Objectives of 20/20 Vision <ul><li>To provide Club with set of objectives which everyone can understand, believe in and commit to </li></ul><ul><li>To communicate the vision and strategy for Club to all stakeholders </li></ul><ul><li>To ensure that strategy drives, and is linked to, day to day activity and annual Budgets </li></ul><ul><li>To provide a framework which enables and empowers Club Board, managers and staff </li></ul><ul><li>To ensure that the appropriate Board and management structure evolves over time </li></ul>
  7. 7. What’s been happening?
  8. 8. Actions <ul><li>Ensure appointment of independent non-executive chairman of gravitas and local reputation </li></ul><ul><li>Agree corporate objectives and strategic plan </li></ul><ul><li>Produce year one budget which is challenging but realistic with a baseline that is profitable </li></ul><ul><li>Recommend organisation structure capable of delivering medium term strategy and empowering management team </li></ul><ul><li>Identify ways to transform non-match day revenue from bars and conferencing </li></ul><ul><li>Build manageable sales campaign within which specific corporate customers can be targeted with relevant products </li></ul><ul><li>Ensure season ticket prices are at a financially viable level </li></ul><ul><li>Begin process of communicating with a fan base as individuals (CRM) </li></ul><ul><li>Support the community base, raise profile with city and county councils and support the family focus of the club. </li></ul>
  9. 9. What could it be like? <ul><li>Living the dream……. </li></ul>
  10. 10. Vision <ul><li>ECFC will be the leading professional football club in the southwest of England and recognised throughout the football league as a successful club drawing big crowds of loyal fans to its state of the art stadium. </li></ul><ul><li>Positioned at the heart of its community and with the Supporters’ Trust as its majority stakeholder, its leads the way in offering an “alternative way” for top class football in England </li></ul><ul><li>All stakeholders in the club; staff, fans and business partners buy in to the unique contribution ECFC makes to the whole sub-region with its “family first” approach to match days and 365 days a year usage of its leisure, shopping, meeting and social facilities. </li></ul>
  11. 11. “ We own our football club” “ Its not just about the football” “ No ordinary football club” “ Doing it the right way”
  12. 12. Strategic Statement <ul><li>The fundamental strategy of ECFC is one of continuous progress as a professional football club, with financial stability ensuring its survival in the football league. </li></ul><ul><li>A solid infra-structure within the trust ownership model and strong business leadership will provide recreational and social services for the wider community of Exeter and Devon. </li></ul><ul><li>This entails the development of the stadium, the people who run the club and the ongoing support of its many stakeholders. </li></ul>
  13. 13. Corporate Objectives <ul><li>To experience Championship Football by 2015 </li></ul><ul><li>To be an established Championship Club by 2020 </li></ul><ul><li>To be financially secure </li></ul><ul><li>To retain Supporters’ Trust ownership </li></ul>
  14. 14. 20/20 VISION : STRATEGIC PLANS STRATEGIC PLANS 1) MARKETING NS 2) HUMAN RESOURCE FF/NS 3) FOOTBALL and YOUTH JT/PT 4)COMMUNITY and ENVIRONMENT FF 5) PHYSICAL RESOURCE SW/RC 6) FINANCIAL JP 7) COMMUNICATION NS
  15. 15. 2020 Vision Strategic Action Plan         Action Point 6         Action Point 5         Action Point 4         Action Point 3         Action Point 2         Action Point 1 Done Date Supported by Responsible Description Action Steps       Action Plan Objective     Category Plan:     Strategic Plan:
  16. 16. Strategical Approach: Due to the rise of corporate boxes, a variety of tactics come into play. Firstly boxes can be sold in 4/6 game chunks, customers are being highlighted who will purchase these. Non renewals will be targeted for other lounges. Meeting clients individually will be key to ensuring sales 16.4.10     BH/MJ Some meetings may have to take place with existing box holders in the boardroom to give that added feel of their commitment to the club Action Point 6   16.4.10     BH/MJ Renewal meetings for box holders need take place, with a grasp of who is renewing at the new prices and who isn’t. Action Point 5   2.4.10     RT The newly updated commercial brochure will be ready to send out  Action Point 4   31.3.10   RP   RT A show box will be ready and equipped, which will be displayed permanently for all prospective clients to see Action Point 3   16.3.10     BH/MJ/NS   Exact renewal meeting content will be drawn up, to ensure packages are tailored to the clients needs, and that we create the best pitch possible to them. Action Point 2   16.3.10     BH A list of prospective clients lists will be created to target specific customers for boxes. As well as this data from the top 500 in EX postcode will be purchased and added to our data pool.  Action Point 1 Done Date Supported by Responsible Description Action Steps     Corporate Boxes  Action Plan Objective   Sales  Category Plan:     Commercial Strategic Plan:
  17. 17. Communication timeline <ul><li>Board overview 28/4/10 </li></ul><ul><li>BoS 12/5/10 </li></ul><ul><li>Club/football 18/5/10 </li></ul><ul><li>Fans/corporate/media* 3/6/10 </li></ul><ul><li>Business and local authorities June> </li></ul><ul><li>*Open Evening “20/20 Vision …and reality” </li></ul><ul><li>A workshop where supporters, trust members, clients, press and the general public will be invited to the Park to see, hear, touch and feel the future direction of their Club . </li></ul><ul><li>They will meet the people who will manage that strategy and take part in half a dozen mini presentations and Q&A sessions about how the strategy will be delivered. </li></ul>
  18. 18. Organisational route to ensure strategy is achieved STRUCTURE
  19. 19. ECFC Universe corporate clients club officials BoS manager supporters shareholders board team volunteers community
  20. 20. Exeter City Football Club Trust Football Club
  21. 21. Objectives of organisational structure <ul><li>To achieve 2020 vision strategic aims </li></ul><ul><li>To streamline decision making process </li></ul><ul><li>To provide leadership and management for club officials </li></ul><ul><li>To ensure the future of ECFC is assured through control of expenditure and maximisation of income </li></ul><ul><li>To provide monthly financial statements to the Trust and Club non-exec. Directors </li></ul><ul><li>To provide the executive directors with sufficient authority, responsibility and accountability to drive ECFC forward. </li></ul>
  22. 22. ECFC Board and Management Team Structure 2010/11 CHAIRMAN SECRETARY TRUST LEGAL CLUB CEO Vice-chairman/ CEO Football ACC M/MENT ACC FOOD/BEV PROMOTIONS CUSTOMER SALES SERVICES H&S ICT SECURITY MANAGER COE F I C FINANCE AD Hoc Ad Hoc HR
  23. 23. <ul><li>We know where we are going, </li></ul><ul><li>We know how to get there, </li></ul><ul><li>Now let’s do it! </li></ul>
  24. 24. <ul><li>Thanks </li></ul>

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