Daniel Tincknell plans to open Tink's Indoor Recreation in Waterford, MI, offering a variety of sports leagues and drop-in recreation. The business will have two NHL-sized rinks that can convert to soccer fields, and two NBA-sized courts that can accommodate basketball, volleyball, and other sports. Tink's will offer leagues in the fall, winter, and spring for various age groups and skill levels. Financial projections estimate annual sales between $1-2.3 million within three years of opening. An investment of over $13 million will be required for facility construction, equipment, and startup costs. Tink's exit strategy is to pass controlling ownership to family or sell shares to investors.
La médiation: une approche du conflit
– Orientée solutions directement opérationnelles (souple, peu coûteuse, rapide)
– Confidentielle (garantissant la liberté de ceux qui y participent), liberté de parole, volontariat
– Basée sur la possibilité grâce à un tiers facilitateur de trouver eux-mêmes une issue aux différends qui les opposent
La médiation: une approche du conflit
– Orientée solutions directement opérationnelles (souple, peu coûteuse, rapide)
– Confidentielle (garantissant la liberté de ceux qui y participent), liberté de parole, volontariat
– Basée sur la possibilité grâce à un tiers facilitateur de trouver eux-mêmes une issue aux différends qui les opposent
OSL: A history of its impact on the Wood River Valley, Idaho_part01The Community Library
History of the Oregon Short Line in the Wood River Valley, late 1800s, by John Lundin. Presentation given for the opening of "Railroad Ties," an exhibition at the Sun Valley Museum of History.
Charger Soccer Club Power Point Presentationnagelesp
An Overview of the Chargers Soccer Club, which represents 3000 athletes, 15,000 siblings/coaches and parents in 10 counties. Our teams travel all over the United States.
For a sports marketing class, we were challenged with relocating a professional sports team. My partner and I chose to move the Detroit Lions to San Antonio and change their name to the San Antonio Stallions. Through a marketing plan on powerpoint, we had to justify why they were moved, and why we wanted to change their name if we did.
This was a project done for my 2nd year Marketing for Sport & Recreation course at Humber College in the Sport Management program. This is a marketing audit researched about the Ontario Hockey League's Oshawa Generals.
This was a project for my 2nd year Marketing for Sport & Recreation course at Humber College. This marketing audit was researched on the Ontario Hockey League's Oshawa Generals. Throughout this project I dove into various analysis', identified the Generals Target Market and sought out their marketing mix.
Sunflower Soccer Association Sponsor LevelsChris Burt
Founded in 1983, Sunflower Soccer Association is the predominant youth soccer organization in the Topeka area. Beginning with just a handful of teams when the organization was originally founded, 170 boys and girls teams now play under the Sunflower Soccer Association umbrella. Sunflower also hosts and manages other tournaments, drawing in competitive teams from all over the Midwest.
The bowling industry has been declining for years and many single-location bowling centers have been sold or closed down. The number of bowling centers operated in the U.S. has fallen by more than 25 per cent from 5,400 in 1998 to 3,976 in 2013 (USA Today). Many observers of the industry have attributed the decline to a transition in customer groups and preferences from the formerly very popular league bowling, practiced by blue collar workers who came week after week, to recreational bowling practiced by casual bowlers who come occasionally and are the largest growing customer segment today. While the demographic shift is significantly affecting the industry, some of the industry’s problems also stem from the impressive rise of inexpensive digital in-home entertainment which puts strong pressure on the industry’s margins (IBISWorld).
Despite its decline in popularity, bowling is still the most popular participatory sport in the U.S. with almost 47 million participants bowling in 2014 according to Statista. Thanks to the sport’s popularity some operators have successfully reconceived their business model. They have acknowledged that catering to league bowlers alone is not sufficient anymore and have adapted their bowling centers to draw more casual bowlers. Successful centers have invested into upscale facilities with lots of additional attractions such as beverage and food sales to attract high-income, casual bowlers. Others primarily focus on families and have changed their facilities into bowling-based family entertainment centers with lots of bowling independent activities that attract children. Yet others have focused more on the young adult market and have established themselves as fashionable bowling lounges that provide a nightlife experience.
Tailoring facilities and events to customer segments that populate a bowling alley’s location will be key in surviving in the future. There are four main customer groups that bowling alleys can go after: families, seniors, professional bowlers and young adults. By managing schedules and enhancing facilities and events, a single bowling alley can successfully target all four markets. Based on the distinct customer segments, we introduce a marketing strategy that follows a clear separation between urban and suburban locations. While suburban locations should retain their large size and varied offering and continue to serve multiple segments, urban locations should size down the number of lanes and deliver premium bar-like experiences to target the market of young adults with high incomes. In our opinion, the industry has for a long time failed to adapt its product to the changing lifestyles of its customer base, but if it develops a clearer customer focus there is no reason why bowling should not be a profitable business in the years to come.
Created for a graduate marketing course at Bentley University by Diana Kontsevaia, Lionel Briswalter, Sanjay Patil and Yunqiao Wang.
OSL: A history of its impact on the Wood River Valley, Idaho_part01The Community Library
History of the Oregon Short Line in the Wood River Valley, late 1800s, by John Lundin. Presentation given for the opening of "Railroad Ties," an exhibition at the Sun Valley Museum of History.
Charger Soccer Club Power Point Presentationnagelesp
An Overview of the Chargers Soccer Club, which represents 3000 athletes, 15,000 siblings/coaches and parents in 10 counties. Our teams travel all over the United States.
For a sports marketing class, we were challenged with relocating a professional sports team. My partner and I chose to move the Detroit Lions to San Antonio and change their name to the San Antonio Stallions. Through a marketing plan on powerpoint, we had to justify why they were moved, and why we wanted to change their name if we did.
This was a project done for my 2nd year Marketing for Sport & Recreation course at Humber College in the Sport Management program. This is a marketing audit researched about the Ontario Hockey League's Oshawa Generals.
This was a project for my 2nd year Marketing for Sport & Recreation course at Humber College. This marketing audit was researched on the Ontario Hockey League's Oshawa Generals. Throughout this project I dove into various analysis', identified the Generals Target Market and sought out their marketing mix.
Sunflower Soccer Association Sponsor LevelsChris Burt
Founded in 1983, Sunflower Soccer Association is the predominant youth soccer organization in the Topeka area. Beginning with just a handful of teams when the organization was originally founded, 170 boys and girls teams now play under the Sunflower Soccer Association umbrella. Sunflower also hosts and manages other tournaments, drawing in competitive teams from all over the Midwest.
The bowling industry has been declining for years and many single-location bowling centers have been sold or closed down. The number of bowling centers operated in the U.S. has fallen by more than 25 per cent from 5,400 in 1998 to 3,976 in 2013 (USA Today). Many observers of the industry have attributed the decline to a transition in customer groups and preferences from the formerly very popular league bowling, practiced by blue collar workers who came week after week, to recreational bowling practiced by casual bowlers who come occasionally and are the largest growing customer segment today. While the demographic shift is significantly affecting the industry, some of the industry’s problems also stem from the impressive rise of inexpensive digital in-home entertainment which puts strong pressure on the industry’s margins (IBISWorld).
Despite its decline in popularity, bowling is still the most popular participatory sport in the U.S. with almost 47 million participants bowling in 2014 according to Statista. Thanks to the sport’s popularity some operators have successfully reconceived their business model. They have acknowledged that catering to league bowlers alone is not sufficient anymore and have adapted their bowling centers to draw more casual bowlers. Successful centers have invested into upscale facilities with lots of additional attractions such as beverage and food sales to attract high-income, casual bowlers. Others primarily focus on families and have changed their facilities into bowling-based family entertainment centers with lots of bowling independent activities that attract children. Yet others have focused more on the young adult market and have established themselves as fashionable bowling lounges that provide a nightlife experience.
Tailoring facilities and events to customer segments that populate a bowling alley’s location will be key in surviving in the future. There are four main customer groups that bowling alleys can go after: families, seniors, professional bowlers and young adults. By managing schedules and enhancing facilities and events, a single bowling alley can successfully target all four markets. Based on the distinct customer segments, we introduce a marketing strategy that follows a clear separation between urban and suburban locations. While suburban locations should retain their large size and varied offering and continue to serve multiple segments, urban locations should size down the number of lanes and deliver premium bar-like experiences to target the market of young adults with high incomes. In our opinion, the industry has for a long time failed to adapt its product to the changing lifestyles of its customer base, but if it develops a clearer customer focus there is no reason why bowling should not be a profitable business in the years to come.
Created for a graduate marketing course at Bentley University by Diana Kontsevaia, Lionel Briswalter, Sanjay Patil and Yunqiao Wang.
This was a presentation I made for Full Sail University in Entertainment Business Models class. I went into depth of the company structure and financials of key players on the team.
2. About the Founder
• Soon-To-Be Graduate
of LSSU
– BS Business
Administration –
MGMT
• 2009 Associate’s
Degree in
Entrepreneurship
• Eagle Scout with
Silver Palm
3. The Company
• Located in Waterford,
MI
• Year-Round facility
• Variety of sports
– Soccer
– Hockey
• Floor and Roller
– Basketball
– Volleyball
• Offering:
– Recreation Leagues
– Birthday and
Corporate Parties
– Drop-In Hours/Open
Skate
4. The Company
• Six sessions for each
sport
• Leagues divided by
age, gender, and skill
level
• Drop-In Hours
• ProShop
• Snack Bar
5. Market & Industry
• Sports & Leisure
Entertainment
Industry
– Revenues (US)
• $13.5B – 2001
• $21.9B – 2009
– CAGR of 6.86%
– Show Resistance to
Economic Slowdown
• Growth in 2008
Information from DataMonitor (2011)
• Globally
– Revenues
• $139.6B – 2010
• 170.4B – 2015
– Estimated
• Most popular
sport/league
– Soccer
6. Market & Industry
• Target Market:
– Oakland County, MI
– Men and Women
– Ages 18-35
– Seeking active
lifestyles/competition
for themselves or
their children
7. Market & Industry
• Competition
– 18 related competitors
• Includes
– Fitness Gyms
– Private Clubs
» Golf/Tennis
– Minor League Teams
– 4 major competitors
• Joe Dumar’s Fieldhouse
• Basketball America
• Total Sports
• Waterford Township
Parks & Recreation
• Revenues
– Oakland County
• All 18 Competitors
– $31.24 Million/year
– Private Clubs account
for approx. 40%
• 4 Major Competitors
– $4.24 Million/year
– Joe Dumar’s accounts
for approx. 66%
8. Business Model & Strategy
• Operate four sports
– 3-on-3
– 5-on-5
– 6-on-6
• 8-week Sessions
• Leagues for all ages
– Kids (boys/girls)
– Teens (boys/girls/coed)
– Adults
(mens/womens/co-ed)
– Seniors
(mens/womens/co-ed)
9. Business Model & Strategy
• Individuals
– $95 per sport per
session during Fall,
Winter I, Winter II, and
Spring
– $85 per sport per
session during
Summer I and
Summer II
• Teams
– 3-on-3 Leagues
• $450 covers 6 players
– $75 per person
– 5-on-5 Leagues
• $750 covers 10 players
– $75 per person
– 6-on-6 Leagues
• $900 covers 12 players
– $75 per person
10. Business Model & Strategy
• Price Breakdown
– Individual
• $95 covers
– T-Shirt and Awards
($25)
– 8 weeks of play
– ($95 - $25)/8 = $8.75
each game
– Team
• $75 covers
– T-Shirt and Awards
($25)
– 8 weeks of play
– ($75 - $25)/8 = $6.25
each game
11. Products & Services
• Recreational Leagues
• Birthday and
Corporate Parties
• Drop-In Hours
– Open Skate
• ProShop
– Features equipment
and apparel
• Snack Bar/Grill
12. Facility
• Facility will feature
– Two NHL Regulation inline rinks (200’ X 85’)
– Two NBA Regulation courts (94’ X 50’)
– Two 3-on-3 Basketball Courts
• Hockey/Soccer
– Rinks can be converted for Soccer
• Basketball/Volleyball
– Courts are Multi-purpose
18. Uses of Funds
• Start-Up Costs
– Building………….$12,755,785
– Equipment………$210,011
• Includes equipment for leagues, ProShop sales,
and Snack Bar
– Supplies/Inventory..$175,000
– Total Investment Required
• $13,160,796
19. Exit Strategy
• Plan “A”
– Controlling stake shall be given to a pre-
determined next-of-kin (Child, Child-In-Law,
Nephew/Niece) who, at the time, holds a
position in the company.
• Plan “B”
– Investors will be notified of sale of ownership
shares and a new CEO will be determined.