Sports Franchise Simulation First Half Reflections

Sport Franchise Simulation – First Half Reflections Introduction For four seasons now, Swansea City has enjoyed a foray into professional sports leagues as part of a sports franchise simulation. Competing in division three of the National Sports League, Swansea has been challenged to develop a business strategy that optimises profits despite their unique, franchise-specific limitations in revenue earning capability. Franchise management has been astonished to learn the extent to which these revenue limitations affect business decisions, as detailed in the following report. After brief descriptions of Swansea City’s expectations as a franchise and resultant business strategy, this report summarises the events from the League’s first four†¦show more content†¦With the primary variable being the team s win percentage (Wx), their revenue function was formulated as such: R = 12 + 20(Wx) - 30(Wx)^2, where R equals revenue in millions. What this meant was that, at any win percentage, Swansea’s revenue was predicted to be the second-lowest in the league compared to the amount other teams would make from the same number of wins. This offered valuable insight to assist the formation of Swansea s business strategy, but only when considered alongside the franchise s operating costs. The primary expense for all league teams was the salary of talented players, but the cost of talent varied between league divisions. Swansea City competed in the third division, where each unit of talent was retained for one million dollars per season. Although Swansea s management considered vying for promotion to the second division - where talent salaries increased to two million per season - this option was discarded, as discussed in the overview of Swansea City s business strategy next. Business strategy Swansea City s revenue function indeed clarified the franchise s choice of division, but this only became evident after calculating optimum talent levels. Swansea s talent in relation to those of other teams was identified as being the primary factor influencing win percentage, which, as described above, in turn had the greatest effect upon the franchise s revenue earning capability. So, to begin talentShow MoreRelatedAirheads Business Analysis Essay34215 Words   |  137 PagesReferences 104 Appendices 114 Executive Summary Airheads USA, LLC is an indoor trampoline arena owned by Steve Johnston and Richard Heruska. This firm falls within the family entertainment center (FEC) industry and opened its first location in 2010. Currently, the business has three open locations: Tampa, St. Petersburg, and Orlando. It offers services specifically for trampoline usage but also diversifies by providing an arcade and a cafà ©. 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