Business Case Development for a New Stadium for Arsenal Football Club
Executive Summary
The proposal focuses on the new stadium prospects. The Arsenal
Football Club is looking forward to construct a new stadium at
Ashburton Grove. Arsenal is one of the most famous and widely
supported football clubs in the world. The main driver behind the
project will make Arsenal leave their traditional home in Highbury,
where have been based since 1913, is the clubs desire to increase the
capacity of the ground, The construction of a new 60,000-seater
stadium will address this problem.
As well as the stadium itself, the contract includes the construction
of three bridges over railway lines, roads and site buildings, a new
waste recycling centre and council depot, offices and the new Arsenal
Community Sports Centre.
Opportunity Available
The Arsenal Football Club enjoys support from its enormous fan base
around the globe with interest in the team spreading from its
traditional European base to encompass huge support in Asia, as well
as in Australia and the American continent.
The stadium in Highbury which has 38,500 seats is significantly below
that of some of the main rivals. The increasing in revenues from
ticket sales for the new stadium will bring lots of stresses to
competitors, Manchester United for example.
Potential Solution
The stadium itself is but one element of the overall project. There
will be a wider development around Lough Road, with the provision of
new housing, including affordable provision and a sealed waste and
recycling plant. Community healthcare facilities including a primary
healthcare centre...
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...Risk
Activity
Risk Ttile
Prob.
Impact.
Action
Risk
category
ID
E/M/D/A
owner
Human Resource
1
Sickness
3
1
A
Staff Manager
Human Resource
2
Absenteeism
3
1
A
Staff Manager
Human Resource
3
Tiredness
2
1
A
Staff Manager
Environmental
4
Weathering
3
2
A
Construction manager
Time Cost
5
Delay in Construction
3
3
M
Construction manager
Time Cost
6
Delay in Delivery
2
2
M
Delivery team
Finance
7
Local legislation
3
3
A
Project manager
Finance
8
Local residents
3
3
A
Project manager
Spokane Industries has contracted Franklin Electronics for an 18 month product development contract. Franklin Electronics is new to using project management methodologies and has not been exposed to earned value management methodologies. Even though Franklin and Spokane have worked together in the past, they have mainly used fixed-price contracts with little to no stipulations. For this project, Spokane Industries is requiring Franklin Electronics to use formalized project management methodologies, earned value cost schedules, and schedules for reports and meetings. Since Franklin Electronics had no experience with earned value management, the cost accounting group was trained in the methodology in order to bid for the project.
The article selected for this assignment is entitled The Virtue of Business: How Markets Encourage Ethical Behavior by Rachel Kotkin. A summary and discussion of the relevance of the article will be presented.
..., Design, and Development Process, Cost-Effective—Use Economic Analysis to Evaluate Facility Investment Decisions, Cost-Effective—Consider Non-Monetary Benefits such as Aesthetics, Historic Preservation, Security, and Safety, Sustainable, Productive, Functional
From 2001 2002 there was a 23% increase in the construction of sports stadiums and arenas with costs of those facilities upwards of $7.8 billion. The growing global sport industry requires that sport facility and event management keep current of new and proven management techniques. Sport Facility Management: Organizing Events and Mitigating Risks by Ammon, Jr., Southall, and Blair, provides readers with a basic introduction to elements of facility management for the full range of sporting and entertainment events. There is a high demand for individuals who are educated and trained in facility management, event organization, and risk management and since the September 11 attacks there has been a great emphasis placed on facility and risk management. Each chapter provides theoretical foundations and practical applications for each critical phase of facility management. The authors provided photographs, case studies, and industry examples to assist the reader in gaining an overall basic, picture of the sporting event and entertainment industry today. The book provides in-depth discussions about positive advances that have made the entire experience easier and more comfortable for fans; and about the negative economic and cultural consequences for sport events after September 11 2001.
Colliers’ investment process is a key indicator of the need to split building and equity returns. While their management services focus on building returns their sales and investment teams focus on equity returns for potential stakeholders. Their investment process begins with a market analysis and historical performance analysis. This is an area where building and equity returns are both analysed to give management and investors the ability to assess attractiveness of the opportunity. We then see a divergence and move to the next stage, benchmarking. This stage focuses on comparing the building returns over various time periods and to its competitors. Colliers then will develop trading projections to allow it to forecast future building returns and test this model rigorously. Financials and valuations make up the next stage of the process which is focused on implementing the forecasted building returns and incorporating the various capital funding requirements by investors. The main purpose hear is to analyse the equity returns of a project given the various investor preferences. Quantitatively speaking management looked to unlevered project IRR while investors looked to running yeilds and levered IRR to assess property
Capital investment projects are extremely complex endeavors, understood traditionally as financial resources invested in an organization for the general purpose of cashing in the profits generated by the respective investment. Two particular features which need to be mentioned relative to capital investments is that these can occur within the entity making the investment, or within a different entity, and also that the capitals are generically destined to cover the purchase of fixes assets (equipments, land and so on), rather than use them to cover everyday expenses (Ward).
A system for a football club is to be designed that will ensure that the same information has being passed on to all parents of the relevant under-age players with regards to match details. The system is to replace a current text messaging service that has proven to be unsuccessful due to communication issues between team managers and the person in charge of the text system. The system is expected to pass the responsibility of communicating the information to the Football Management System where match fixtures can only be updated by the manager of the relevant team.
The civil work of both the Newell and Heathfield site was given to Elis Don by Siemens based on a CCDC 18 – 2001 (a form of contract for civil works). Ellis Don as the main contractor has different types of contracts that will best suit their need to comply with Siemens goals. They contract suppliers, sub-contractors, and plant hires in order to implement the project aspects.
Priemus, H., Flyvbjerg, B. and Wee, B. 2008. Decision-making on mega-projects. Cheltenham, UK: Edward Elgar.
Identify the potential risks which affect the company and manage these risks within its risk appetite;
Management individuals successfully in expansion projects are an ability that requires consistent arranging and improvement. Like in the case of the construction management, a lot is required of a person to ensure that the best is achieved in the general outcome of the task at any given level. An augmentation program director can be characterized as the individual who is vested with formal power over an association or one of its sub units. He or she has status that prompts to different interpersonal relations, and from this comes access to data.
The team also decided that one of the refurbishment projects, Beamount Leys School, would instead be demolished and rebuilt. This was to improve the energy performance of the school As the Bid Manager says:
Customer is king of the market if you have no customer in the market you are nothing. Customer is a boss and the boss is always right. Treat with customers as he is GIFT of GOD. With no customers you Zero Marketing Value. Acquiring new customers and retaining the existing customers depend on your behavior with the customers. In business you have no authority to behave wrongly with the customer in any way. Customer can do everything with you can abuse you can anger upon you. But you in return should understand that why my client, my lovely customer is angry at me? Why?
Identification of the risk can simply be done by doing brainstorming with the team members. As Dr. McCarville said, there is no right or wrong answers. Every input is important and can really affect the process. Other beneficial tool is Fishbone Diagram.
Benjamin Okner looked over data on 20 public owned baseball and / or football stadiums for the 1970-71 seasons. He figured out that when about three-quarters of stadium costs that are for debt are ignored, most stadiums earn enough revenue for the city to cover the variable costs and non-debt-related fixed costs. But when he included interest and amortizing principle, stadium revenues only cover 70% of stadium costs. Okner adds that publicly-owned stadiums do not collect property taxes, so when he included his estimate of those taxes, he figured out that the average stadium only covers 60% of total costs (Baade & Dye, 1988, p. 265-6). The beneficiaries from stadium development are the franchise owners and the stadium developers. Those dislodged from their homes are the losers. I am studying the benefits of sports stadiums in their host cities, because I want to find out whether people use stadium subsidies in the best possible way in order to help my readers understand whether that money is better used elsewhere. An analysis of stadium developments requires an examination of past stadium data, job creation in the construction industry, and studies using recent data