Craddock Cup

Sports teams are switching to a variable-pricing strategy for tickets so that they can get a higher profit on games with record attendance numbers. They feel the need to do so because the marginal costs, such as construction payment and players’ salaries, did not equal to the marginal revenue, since attendance was severely dropping. To pay for the marginal cost, the sports team needed to capitalize on things that they were sure of, like increasing attendances to games between major sporting rivals.

The past 20 years have witnessed a massive transformation of professional sports stadiums in North America and the rest of the world. In the United States and Canada alone, by 2012, 125 of the 140 teams in the five largest professional sports leagues, the National Football League (NFL), Major League Baseball (MLB), National Basketball Association (NBA), Major League Soccer (MLS), and National Hockey League (NHL), will play in stadiums constructed or significantly renovated since 1990. This new construction has come at a significant cost, the majority of which has been covered by taxpayers. Construction costs alone for major league professional sports facilities have totaled in excess of $30 billion over the past two

The popularity of college athletics have risen immensely over the past few years. The idea of paying college football athletes has been a continuous debate since the early 1900’s. This paper will debate whether college athletes should be paid a monetary compensation outside of their scholarships. This will be done by examining reasons for and against the monetary revenue for the athletes.

Athletics in colleges in the United States of America forms the fundamental component of inter-college sports. Despite the massive triumph of the NCAA competitions, athletes do need some payments in monetary compensations to reward them for their tireless efforts in the athletics. The chief reasons provided by the NCAA for lack enough income to pay these athletes is that its cravings to uphold its amateur status and those payments would prejudice the veracity of the college athletics. Therefore, in my arguments the college athletes should be paid for the following reasons (Baird 01).

March Madness collegiate basketball tournament, hosted by the National Collegiate Athletic Association’s (NCAA) tournament, generated “7.5 billion dollars in revenue over the past decade,” through advertising alone (Chupka, 2016). Currently, this year 's 2016 March Madness tournament is projected to make over “1 billion dollars” (Chupka, 2016). The NCAA is counting the cash, lots of it,” stated financial analyst Kevin Chupka. Does this solicit the view that the NCAA is a money-hungry organization? Through extensive research as a group, we will be collectively addressing the intrinsically paternalistic view that the NCAA has portrayed to all athletes and spectators alike. We will be focusing on the origin of the organization, motivation for implementation, specific divisional separation, financial asset allocation analysis, and the social stratification of the National Collegiate Athletic Association.

The more a sport becomes commercialized, the higher the cost of participating for the athlete. One example would be that there are entry fees established to help raise monies that will be awarded to the winner and the sponsoring company.

In determining whether to keep or drop the Craddock Cup, the allocation of City filed rental fee of $1200 from CYSL to the Craddock Cup should be eliminated. CYSL rented 10 soccer fields from the city for 40 weeks a year for a total fee of $48000. However, even if the Craddock Cup was dropped, the rental fee of $48000 can not be avoided. So, the cost of City field rental fee is the irrelevant cost,

Although, the case study of Manchester United gives us a good example of a brand’s ability to globalize, it does not give us a clear picture into how a league as a whole accomplishes these same goals. To get this clear picture of a successful global soccer league we can review a case study by Matthew Holt that examines the UEFA Champions League and its ability to succeed. The UEFA Champions League(UCL) was established after the UEFA European cup started to see more revenue increases based on the increase in television and digital technologies. (Holt, 2007) The goal of the UCL was to increase revenue through a newly structured European club soccer league. The first way that UCL accomplished this was through centralized marketing. This was accomplished through selling the television rights as the UCL brand rather than allowing the clubs to individually sell the rights to the games. This increased the value of the television rights and in turn increased the profitability of the clubs. (Holt, 2007) UEFA sold this UCL brand

349). In order to generate more money, Mr. Balboa should start a women’s field hockey team. Five schools that are private with total enrollment similar to Never Land have field hockey teams, with an average of 27 athletes on their rosters (N.A., 2016). These five teams generate an average of $240,907 in revenue for their schools (N.A., 2016). This extra revenue would help to decrease the deficit the Bells are currently in, but the athletic director would need to keep the scholarship totals the same for the whole department, so some sports would lose some scholarship money. Mr. Balboa would have to explain to each coach that in order to keep the department running they have to redistribute scholarship money more equally. Another way to generate more money is to add club sports. Club sports do not offer athletic scholarships, and have very little institutional financing and the players are the ones who handle all coaching duties (Pennington, 2008). By adding club teams, the school could increase their enrollment because an estimated two million students play club sports in the country, while 430, play varsity-level sports (Vitale, 2013). These teams would use the Bells facilities, and could be put under the athletic department’s umbrella so it would be more revenue generated by the

And two of every three people buy a program. In addition to the programs, Maddux must purchase the inserts for each game. The inserts have information about the opposing team, photos of the expected starters, and recent game statistics. The purchasing issue is the same for inserts, except inserts will be purchased separately for each game and are a total loss after the game. The carrying cost, because inserts are to be delivered just as they are needed, should be nominal; he estimates 5%. The other costs and the same discount schedule apply, but the inserts only cost half as much because they are much smaller. First Printing will give the same 10% discount on the inserts. Givens: Annual demand is 300,000 (60,000 per game times 5 games) Set-up cost for programs is $1,000.00 Holding cost is 40%

The value of entertainment in our society is arguable. We as a society constantly search for new ways to entertain ourselves; professional sports are a major contribution to our source of entertainment. If those who support athletes and their sports have no problem paying to see them,

Due to the high costs the goal of breaking even is a large task. At current product prices a profit of $53,676 can be expected. This is total by 21,582 who will at least attend one game. Next we can assume that amongst that population of 21582 54% would be interested in going to one game, 28% interested in at least 5, 13% would be interested in half season and 5% in full. Of the 54% who will attend one game 80% would pay $10.

NOCO Soccer Academy is a successful youth soccer training program is the market that Dyer has been targeting. Dyer wants to grow his business enough to reach his strategic goal of building a sports complex for his business to occupy. Dyer needs to double his business in order to support this goal. In using S.W.O.T. analysis to evaluate NOCO’s current situation it is clear that NOCO has a number of things working for it already; customer retention is very high, awareness of NOCO in its’ current market is close to 100 percent and Dyer has access to enough trainer resources to continue his company’s growth. Some of the obstacles NOCO faces in working toward expansion are loss of customer base to high school sports programs after they reach 14

NOCO Soccer Academy is a successful youth soccer training program is the market that Dyer has been targeting. Dyer wants to grow his business enough to reach his strategic goal of building a sports complex for his business to occupy. Dyer needs to double his business in order to support this goal. In using S.W.O.T. analysis to evaluate NOCO’s current situation it is clear that NOCO has a number of things working for it already; customer retention is very high, awareness of NOCO in its’ current market is close to 100 percent and Dyer has access to enough trainer resources to continue his company’s growth. Some of the obstacles NOCO faces in working toward expansion are loss of customer base to high school sports programs after they

It has been suggested that the UCL is a product of societal evolution. After forty years without change the European Cup had become commercially obsolete to broadcasters and sponsors due to the lack of guaranteed matches involving Europe’s biggest clubs (Ahlstrom, 2002). The knockout format allowed for clubs who would bring in large sums of revenue to be eliminated after merely two games.