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How to Write a Sports Coaching Institute Business Plan [Sample Template]
Are you about starting a sports coaching company? If YES, here is a complete sample sports coaching institute business plan template & feasibility report you can use for FREE . Okay, so we have considered all the requirements for starting a sports coaching institute. We also took it further by analyzing and drafting a sample sports coaching institute business marketing plan template backed up by actionable guerrilla marketing ideas for sports coaching institute businesses. So let’s proceed to the business planning section.
Why Start a Sports Coaching Institute Business?
Sports coaches are known to help athletes develop their full potential. These individuals are in charge of training athletes in a sport by analysing their performances, instructing in crucial skills and by giving encouragement.
The duties of a sport coach is vast and might differ from instructor, assessor, friend, mentor, facilitator, chauffeur, demonstrator, adviser, supporter, fact finder, motivator, counsellor, organizer, planner and the fountain of all knowledge. The coach aims to create the right conditions for learning to happen and to find ways of motivating athletes.
Coaches are very important in the world of sport and so is the institution where they are trained to perform all these duties. If you have the required knowledge and experience, this can be a very lucrative business when started and managed right.
One of the first things you will have to do is to make sure your institution is located in a central place. This means that you have to lease or buy commercial space, preferably a nice complex in the town or city. The reason for choosing a central location is so that students from all over the city can reach the place easily by train or via roadways.
You also have to get hold of the right curriculum along with other materials such textbooks and papers. Once you find the right location and resources, you need to think about promoting your coaching institute to the targeted audience. Have it in mind that competition is intense in this industry and you have to advertise your business effectively to reach out to your potential customers.
Note that with multiple coaching institutes available in the united states, gaining a strong footing in the industry is without doubt a daunting task. It is very important that you keep low tuition fees to attract more and more students to your institute. Maybe as your institute gains more popularity, you can think of increasing the price.
It also important that you be careful when hiring tutors for your institute. Competent tutor means hiring someone who is an expert in the said sport and also meets the requirements of students. You will also need to employ the right teaching techniques if you want to be successful in the sports coaching institute business.
It is a known fact in this business that some teachers want to grab money but in return, they fail to deliver quality education. As a business owner who wants to create massive brand awareness, never compromise with quality.
Always make sure that the students who have enrolled in your coaching institute receive quality education and superb teaching. And for that, you and your fellow tutors need to be constantly updated. The Internet is a vast resource of information and you can make use of it.
A Sample Sports Institute Business Plan Template
1. industry overview.
The job of coaches and sports trainers is to guide people and help them achieve specific sports performance goals. Sports coaches and trainers work closely with athletes in schools and with professional sports teams. These experts teach the basic skills needed in individual or team sports for amateur or professional athletes. They may work full time during the day and coach part time, such as for Little Leagues or soccer teams.
They also create and manage practice sessions and drills, evaluating players and helping them to improve their skills, techniques, form, and stamina. They motivate and encourage individuals and teams to improve their performance. According to statistics, there were 224,110 coaches and scouts employed in the United States in May 2015.
Report has it that the sports coaching industry is an $8 billion business. From 2012 to 2017 this industry, which is made up of more than 130,000 businesses, experienced a 3 percent annual growth. Experts believe this industry will continue to perform well in the years to come because of the increased participation in sports for health benefits as well as to offset the high cost of college tuition through sports scholarships.
Report also has it that fitness trainer’s work with people of all ages in health clubs, gyms, fitness or recreation centres, and in yoga and Pilates studios. These experts lead group classes, instructing students and demonstrating exercises. They are known to also evaluate individuals for their strength and conditioning, and create exercise programs to help people improve their fitness levels.
They teach strength training, stretching, and cardiovascular exercises, demonstrate how to use exercise equipment, and discuss other issues such as nutrition and weight control. Reports has it that the personal training industry is a $9 billion business that has been enjoying steady growth since 2011. From 2011 to 2016 it experienced an annual growth of 3.2 percent.
It is believed that the recent recession had a negative impact on the personal training industry as many people scaled back on personal training sessions to conserve their money. Industry revenue is expected to grow during the next few years as the economy has strengthened and people will be able to spend money again on improving their fitness.
2. Executive Summary
Indeed every game of golf starts with a swing of the club, but to be a golf coach one needs more than just having a good swing yourself. To become a successful golf coach takes intense training in game mechanics and movement, from long drives to short putts and an ability to impart knowledge to students. These are the things we hope to impact on our students at Pioneer Golf Institute.
Pioneer Golf Institute (PGI) is a New Golf coaching institute in Colorado Springs, Colorado, that grooms individuals how to become good and successful golf coaches. We provide essential golf knowledge to wannabe golf coaches and also give out Golf coaching diplomas to successfully graduating students. Our institute also provides a full-service sport complex situated in Colorado Springs for golf enthusiasts.
There are currently no other golf institutes like PGI anywhere in or around Colorado. Our business plan will be used to state the exact scope of our services, as well as a means of gaining the necessary investments to open the facility. It will also be used on a continual basis in the evaluation of our business mission, goals, and objectives.
We at PGI believe that our key to success in this industry is our ability to market our institute effectively, creating an unmatched “cool” atmosphere where people learn and enjoy themselves, and hiring qualified and knowledgeable staff to aid in the running of our programs and leagues.
The Golf industry is a booming business and we are conservatively projecting a modest net profit in our first year of operation with this increasing steadily by the end of the third year. Our business location, Colorado Springs, was chosen because it provides us with less competition and more willing audience.
Colorado Springs is situated near the base of Pikes Peak, which rises 14,115 feet (4,302 m) above sea level on the eastern edge of the Southern Rocky Mountains. Note also that our business city is home to 24 national governing bodies of sport, including the United States Olympic Committee, the United States Olympic Training Centre, and USA Hockey.
The city had an estimated population of 465,101 in 2016, and a metro population of approximately 712,000, making it the second most populous city in the state of Colorado, behind Denver, and the 42nd most populous city in the United States.
3. Our Products and Services
Pioneer Golf Institute is a new Golf institute in Colorado Springs, Colorado that will offer its students and members the following services:
- Golf coaching training, certifications and programs by professionals.
- Golf equipment shop
- Lobby for relaxation and discussion with colleagues where refreshments will be available.
- Golf practice using unlimited number of balls and the best types of feeder. Simulation of various conditions that can be met in a golf course shall be done using sloped mats, tees, sand, targets for pitching and putting training aids.
- Participation in events and activities.
4. Our Mission and Vision Statement
- Our vision at Pioneer Golf Institute is to build a highly competitive golf coaching institute that will become the number one choice for individuals interested in becoming golf coaches in the United States.
- Our mission at Pioneer Golf Institute is to provide our clients with comprehensive golf education so that they can provide outstanding golf teaching and golf coaching services to their respective employers.
Our Business Structure
Our aim at Pioneer Golf Institute is to provide the best programs, staff, and equipment to meet the various golf coaching and fitness needs of our clients, while generating profits for the owners and investors. Our golf coaching Institute will be well organized and managed in a creative and innovative way to generate very high levels of customer satisfaction, and to build a learning climate conducive for personal development.
In the near future, we plan to offer an employee benefit package which will include health and vacation benefits. Everyone but the receptionist will be contract staff, and will be paid a sliding commission scale based on the amount of revenue created. Our business structure is as follows;
- Head of institute
School Administrator
Marketing and Sales Executive
- Client Service Executive / Front Desk Officer
Security Officers
5. Job Roles and Responsibilities
Head of Institute
- In charge of providing direction for the institute
- Creates, communicates, and implements the institute’s vision, mission, and overall direction – i.e. leading the development and implementation of the overall institute’s strategy.
- In charge of fixing fees and signing business deals (partnership)
- In charge of signing checks and documents on behalf of the coaching institute
- Coordinates all arms of the coaching school
- Evaluates the success of the coaching institute
- Reports to the board of the coaching institute
- In charge of overseeing the smooth running of HR and administrative tasks for the coaching school
- Regularly hold meetings with key stakeholders (the school board) to review the effectiveness of the schools’ Policies, Procedures and Processes
- Maintains office supplies by checking stocks; placing and expediting orders; evaluating new products.
- Defines job positions for recruitment and managing interviewing process
- Carries out induction for new team members
- In charge of training, evaluation and assessment of employees
- In charge of arranging travel, meetings and appointments
- Oversees the smooth running of the daily activities of the coaching institute
- Effectively teach subjects as assigned by the school administrator
- Accesses the progress of students under their care
- Ensures that students abide by the rules and regulations of the coaching school
- Contributes his/her quota towards growing the coaching school
- Receives complaints from students and channel it to the appropriate quarters
- Handle any other duty as assigned by the school administrator.
- Identifies, prioritizes, and reaches out to new partners, and business opportunities et al
- Identifies development opportunities; follows up on development leads and contacts
- Writes winning proposal documents, negotiate fees and rates in line with the institution policy
- Develops, executes and evaluates new plans for expanding increase sales
- Documents all customer contact and information
- Represents the company in strategic meetings
- Helps to increase sales and growth for the Institute
- In charge of preparing financial reports, budgets, and financial statements for the institute
- create reports from the information concerning the financial transactions
- Prepares the income statement and balance sheet using the trial balance and ledgers.
- Provides managements with financial analyses, development budgets, and accounting reports
- In charge of financial forecasting and risks analysis.
- Performs cash management, general ledger accounting, and financial reporting for one or more properties.
- In charge of developing and managing financial systems and policies
- In charge of administering payrolls
- Ensures compliance with taxation legislation
- Handles all financial transactions for the Institute
- Serves as internal auditor for the institute
Client Service Executive
- Welcomes guests and clients by greeting them in person or on the telephone; answering or directing inquiries.
- Ensures that all contacts with clients (e-mail, walk-In centre, SMS or phone) provides the client with a personalized customer service experience of the highest level
- Through interaction with clients on the phone, uses every opportunity to build client’s interest in the company’s products and services
- Manages administrative duties assigned by the manager in an effective and timely manner
- Consistently stays abreast of any new information on the company’s products, promotional campaigns etc. to ensure accurate and helpful information is supplied to clients
- Receives parcels/documents for the institute
- Distribute mails in the institute
- In charge of cleaning the institute at all times
- Ensures that toiletries and supplies don’t run out of stock
- Handles any other duty as assigned by the school administrator
- Ensures that the institute is secured at all time
- Controls traffic and organize parking
- Patrols around the institute on a 24 hours basis
- Submits security reports weekly
- Any other duty as assigned by the school administrator.
6. SWOT Analysis
Pioneer Golf Institute is a single sport coaching and fitness complex designed to be used by residents of Colorado and the surrounding areas. Apart from providing an excellent value to our customers, we are determined to establish an unmatched learning and sporting atmosphere that will add to the knowledge and enjoyment of every students and employee in the Institute.
We also understand that we cannot do all these if we know nothing about our industry and our chances for survival. To find out these facts, we hired the services of well-known professional in the area of business consulting and promotion with solid experience in the sports sector to help us in establishing a standard and competitive golf coaching Institute that can compete effectively in the golf industry.
They had to work with the management of our Institute in conducting our SWOT analysis. Outlined below is a summary from the result of the SWOT analysis that was conducted for Pioneer Golf Institute.
According to our Swot analysis, our strength in this industry is as follows; We at PGI must establish our institute as a distinguished name in Colorado and creatively market our services to each of our market segments.
Our SWOT analysis noted that by establishing an impeccable atmosphere in our institute through the use of first class equipment, elegant and comfortable lobby, showers and changing rooms, floors, colours and decoration, clients will want to frequent our institute and recommend it to their colleagues and friends.
It also stated that by providing our students with skilled and qualified staff who show genuine concern for the students, people will feel comfortable and confident that we can meet all of their golf coaching needs.
According to our SWOT Analysis, it might take some time for our golf coaching Institute to break into the market and gain acceptance via reputation in the already saturated education cum golf coaching industry. This it is believed is our major weakness at Pioneer Golf Institute.
- Opportunities
Indeed the opportunity in the golf coaching business is vast and lucrative. People are becoming conscious of their health and are looking to exercise more often. Golf on its own is growing in popularity and people are always willing to improve their skills. We believe that the growing demand for qualified golf coaches is also creating a massive demand for excellent golf institutes that will provide adequate knowledge to the ever innovative and brilliant golf industry.
Our SWOT Analysis at Pioneer Golf Institute noted that some of the threats we will face as a Golf coaching Institute in the United States of America will include unfavourable government policies that might affect the education system, the appearance of a competitor within our location of operation and global economic downturn which usually affects spending/purchasing power. We have made plans to curtail all possible challenges and threats.
7. MARKET ANALYSIS
- Market Trend
According to our research, 2018 has brought a lot of opportunities to golf training and the game itself. One way golfers are already taking their game to the next level is with the Srixon Fourth Generation Q-Star ball that premiered at the PGA show in Las Vegas back in 2017.
Note that this next generation of Q-Star comes with a lower-compression Energetic Gradient Growth core, which has variable stiffness and firmness to deliver the proper feel and distance control for each shot type. A more efficient 338 Aerodynamic Speed Dimple pattern has been designed to offer more control and predictability in the wind. Although not completely new to 2018, experts expect this ball to trend throughout this year.
Report has it that golf shoes are expected to become a little wilder this year. Indeed we can’t completely discuss golf trends without commenting on the tech that continues to transform the game each year. Ranging from swing analysers to wearable tech, 2017 provided us with the chance to take the game one step further.
Artificial intelligence even made an appearance on the course in May 2017. This year experts anticipate the emergence of smartphone apps to enhance golf coaching and game. The game has also developed a little reputation for being a non-cardiovascular sport over the years.
After all, the amount of movement required to play a round of golf doesn’t provide the cardiovascular benefits that a sport like football might provide. But this present year has changed all of that. This year, golf that incorporates more cardiovascular activity is supposed to be a big fad on courses all over the United States.
8. Our Target Market
Pioneer Golf Institute is the only institute of its kind in all Colorado and surroundings (more than one million people). Some aspects of the location will cater mainly to golf coaching and training students while the other area will cater for our course members.
Due to the flexibility of time schedule, the independency of weather conditions, and in combination with the comfortable auto feeding system, we at Pioneer Golf Institute believe that our target market differ from coaching students to people who want to learn about golf, have some stress relief leisure activities and socialize with other members.
We will also develop good relations with well-known golf courses, clubs and schools in Colorado in order to teach golf to youths.
- Our competitive advantage
We at Pioneer Golf Institute believe our institute has a very large potential market. Due to the uniqueness of our institute throughout Colorado, we strongly believe we can become the main golf teaching institute quickly. We plan to accomplish this actively and continuously by promoting our institute through media as well as hosting and supporting various community events.
We also believe our competitive advantage at Pioneer Golf Institute is in three segments. First, our coaching institute is the only golf coaching institute that offers our kind of training facilities. The second segment of our competitive advantage is our business location, size, and appearance of the institute that will attract many people.\
Lastly, our well stocked golf shop where the students can find first class equipment in the best prices in Colorado and have the possibility to test them in actual conditions.
We at Pioneer Golf Institute strongly believe that by maintaining our focus in our strategy, marketing, program development, and fulfillment, our coaching institute will be known as the top golf training institute in the Whole of United States in no time.
9. SALES AND MARKETING STRATEGY
- Marketing and Sales strategy
Note that our Sales at Pioneer Golf Institute will be based on the services and amenities provided by our institute. We plan to ensure that all the users of our institute must feel they are getting the best possible value for their money. If there is a better value, for equal services, we at Pioneer Golf Institute will strive to match or beat that value for customers.
We also plan to ensure that any person desiring a membership at our institute to study or to play will be clearly notified of all our membership options. During this brief discussion, the person will be also informed of all of the courses, certifications, services, programs and amenities we at Pioneer Golf Institute has to offer. We plan to build our marketing plan around the following;
- Focus on service and support.
- Establish a relationship business.
- Focus on golf equipment as the key target market.
Sources of Income
Pioneer Golf Institute is built with the aim of generating substantial income in the golf coaching industry by leveraging all available opportunities in the industry. We plan to sustain our business and make profits through the following means;
- Tuition and fees for our golf coaching training, certifications and programs by professionals.
- Sales and profits from our golf equipment shop
- Sales and profits from our Lobby used for relaxation and discussion by students and members where brandy, cigars and refreshments will be available.
- Charges for golf practice and balls
10. Sales Forecast
We at Pioneer Golf Institute assume that by the end of our first year, we must have registered 200 students and 100 members. We also expect an enviable growth rate for several years, up to 500 members. That will be the maximum number of members that can be accommodated by this Institute.
Further expansion of the grounds shall be considered in future. Also note that the first year students’ and members’ registration is considered incremental and of course at first months and summer period is expected to be low. But we also assume that by next year, our growth rate will be steady although the numbers are very pessimistic for safety reasons.
Have it in mind that all sales items are related and proportional to memberships except the advertising. However, even this will increase if the popularity of our institute does so.
Also the sales of equipment are also very pessimistic because golf is still growing in popularity in Colorado. Generally our institute has been planned to accommodate 500 members and students, the maximum possible, which is a very realistic target since it will be the pioneer in a virgin market which is ready to make significant steps in future.
It important to state that Colorado Springs’ economy is driven primarily by the military, the high-tech industry, and tourism, in that order.
Report has it that the city is currently experiencing some growth mainly in the service sectors. The unemployment rate for the city as of October 2015 was 3.9%, a decrease from 4.8% in October 2014 and 7.3% in November 2013 and compared to 3.8% for the state and 5.0% for the nation.
11. Publicity and Advertising Strategy
We know the benefits of a good publicity strategy, which is why even though we have no specific marketing plan, we hope to leverage a lot of strategies to boost our business through publicity. We at Pioneer Golf Institute are very ready to become the number one choice when it comes to golf training.
That is why we made provisions for effective and direct publicity and advertisement of our golf coaching Institute. Outlined below are the platforms we hope to leverage on to promoting Pioneer Golf Institute;
- Place adverts on both print (community based newspapers and magazines) and electronic media platforms
- Sponsor relevant community based events/programs
- Develop ongoing relationships with guidance counsellors that will refer their students to the Coaching School on an ongoing basis.
- Leverage on the internet and social media platforms like; Instagram, Facebook , twitter, YouTube, Google + et al to promote our brand
- Install our billboards in strategic locations all around Colorado Springs.
- Distribute our fliers and handbills in target areas in and around Colorado Springs
- Passing general information via our school’s social media handles like twitter, Facebook, Google hangout etc.
- Ensure that all our teaching and non – teaching staff members wear our branded shirts and all our vehicles are well branded with our schools’ logo.
12. Our Pricing Strategy
Educational institutions all over the United States of America charge students per term/per session and students have the options of either paying their tuition before resumption or during the school session. We also know that Golf coaching institutions generally bill their clients based on loads of factors like equipment, curriculum, duration, services offerings and extra – curricular activities et al.
Our pricing plan at Pioneer Golf Institute is to keep our fees below the average market rate. We also hope to give out special discounted rates to all our members at regular intervals. We also understand that there are some of our prospective clients that would need special assistance, we will offer flat rate for such services that will be tailored to take care of such needs.
- Our Payment Options
We at Pioneer Golf Institute plan to establish different payment options that will suit our members and students at any given time and place. We have also made plans and partnered with well-known banking platforms in the United States of America in other to offer these services. Here are the payment options that we will make available to our clients;
- Payment by via bank transfer
- Payment via online bank transfer
- Payment via check
- Payment via mobile money
- Payment with cash
13. Startup Expenditure (Budget)
We understand that the cost of starting our business will depend on the approach and scale of the business. Pioneer Golf Institute will be a medium sized golf coaching school that will provide a comfortable location for our clients to learn and practice.
We plan to spend our start-up costs on mostly equipment purchase, main building (which will be a wooden pre-fabricated building of good quality), coaching and training centre construction, golf equipment for the retail store, stationery, legal costs, advertising, land rent and expenses associated with opening our first office. Below is a detailed cost analysis of starting Pioneer Golf Institute;
- Business incorporating fees in the United States of America will cost – $750.
- The budget for Liability insurance, permits and license will cost – $103,500
- Acquiring a large building and course that will accommodate the number of block and classes et al (Re – Construction of the facility inclusive) will cost – $600,000
- Equipping the training ground and office (computers, printers, projectors, markers, pens and pencils, furniture, telephones, filing cabinets, and electronics) will cost – $150,000
- Launching an official Website will cost – $500
- The budget for the payment of salaries for the first three months of operations: $120,000
- Additional Expenditure such as Business cards, Signage, Adverts and Promotions will cost – $50,000
From our detailed analysis above, we have come to the conclusion that we will need approximately $1,200,000 to start up Pioneer Golf Institute.
Generating Funding/Start-up Capital for Pioneer Golf Institute
Pioneer Golf Institute will be a Limited Liability Corporation financed partially by direct owner investment and a long-term loan. Michael Neil and Santos Wonsan will own 25% of the company each. While the other two limited partners will own 40% and 10% respectively. These are the areas we intend generating our startup capital;
- Generate part of the startup capital from personal savings
- Generate part of the startup capital from friends and other extended family members
- Generate a larger chunk of the startup capital from the bank (loan facility).
We have been able to raise about $800,000 (Personal savings $670,000 and soft loan from family members $130,000) and we are at the finishing stage of getting a loan facility of $500,000 from our bank. We’ve made sure that all the required papers and documents have been duly signed and submitted, the loan has been approved and any moment from now our account will be credited.
14. Sustainability and Expansion Strategy
We at Pioneer Golf Institute will issue a certificate of completion after our golf coaching course. We expects that each course we offer will last approximately eight weeks and will provide 100 hours of class and training ground instructions.
Our major goal is to be a profitable business starting from the very first month of our opening. Due to the size, appearance and convenient location of our institute, we believe a lot of people will be attracted to our institute to see what we have to offer. But, we do not plan to wait for students and members to come to first. Instead, we plan to focus our marketing strategies on those target audience that match our offerings.
Note that our main objective with our early marketing strategy will be to get people into our institute and convince people that we can bring golf to Colorado. We believe that once people see what we have to offer, and feel the atmosphere that will be created, they will want to return and participate in the many activities and programs we provide. Some of the ways we plan to get people into our institute include:
- Giving specialized tours and lessons to junior and senior high schools during the building and early completion of the institute.
- Hosting and/or supporting various community events that will attract many people who otherwise will not come.
- Free testing of golf equipment.
- Mailing our free day passes to managers of golf clubs
- Offering special discounts for annual subscriptions.
- Hosting a big promotional event to open the institute that will be free to everyone.
Checklist/Milestone
- Business Name Availability Check:>Completed
- Business Incorporation: Completed
- Opening of Corporate Bank Accounts: Completed
- Opening Online Payment Platforms: Completed
- Application and Obtaining Tax Payer’s ID: In Progress
- Application for business license and permit: Completed
- Purchase of Insurance for the Business: Completed
- Conducting feasibility studies: Completed
- Leasing, renovating and equipping our facility: Completed
- Generating part of the startup capital from the founder: Completed
- Applications for Loan from our Bankers: In Progress
- Writing of Business Plan: Completed
- Drafting of Employee’s Handbook: Completed
- Drafting of Contract Documents: In Progress
- Design of The Company’s Logo: Completed
- Printing of Promotional Materials: Completed
- Recruitment of employees: In Progress
- Purchase of software applications, furniture, office equipment, electronic appliances and facility facelift: In progress
- Creating Official Website for the Company: In Progress
- Creating Awareness for the business (Business PR): In Progress
- Health and Safety and Fire Safety Arrangement: In Progress
- Establishing business relationship with banks, financial lending institutions, vendors and key players in the industry: In Progress
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- Business Plan for a Soccer Academy
Business Plan for a Soccer Academy - Assignment Example
- Subject: Business
- Type: Assignment
- Level: Undergraduate
- Pages: 11 (2750 words)
- Downloads: 3
Extract of sample "Business Plan for a Soccer Academy"
There are several advantages that this business venture has. To begin with, there are grave unemployment rates in the United States of America. Currently, the United States loses over $25 billion annually in uncollected taxes due to the young population being without any form of employment. With formal employment being the most rooted for the form of employment, the number of people who can find white collar jobs because of their qualifications has increasingly become smaller, with white collar jobs being very rare to find.
As at the month of August 2013, unemployment among the youth had risen by 692000. In the previous year, the number of unemployed youth had risen by 836000. This shows a trend where the number of unemployed youth keeps rising every year. This project seeks to reduce these figures by providing an avenue for young people all over the country to involve themselves in training in soccer in order to be competitive enough to get employment in clubs all around the country and the world so as to earn a living from the sport.
Soccer has become a multi-billion dollar industry in the United States. The Major League Soccer consists of top clubs in the country. With viewership expected to increase rapidly this year, there is a growing demand from the viewers for top talent that will surpass the talent and skills displayed by top European clubs. This gives a window of opportunity for clubs to put in efforts towards acquiring the top talent from academies in order to satisfy this demand. In addition, with the increase in competition for major titles, clubs.
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- 2. Contents EXECUTIVE SUMMARY ............................................................................................................................ 2 Introduction ............................................................................................................................................ 3 Objectives ........................................................................................................................................... 3 Mission Statement .............................................................................................................................. 3 Vision................................................................................................................................................... 3 Value to customers ............................................................................................................................. 3 Company Summary ................................................................................................................................. 3 Company ownership: .......................................................................................................................... 3 Start-up plan: ...................................................................................................................................... 4 Company locations:............................................................................................................................. 4 Product ................................................................................................................................................ 4 Competitor Analysis ................................................................................................................................ 4 Threats and solutions.............................................................................................................................. 5 Market Environment ............................................................................................................................... 5 Market research ...................................................................................................................................... 5 Marketing Plan ...................................................................................................................................... 10 Segmentation .................................................................................................................................... 10 Targeting ........................................................................................................................................... 11 Positioning ........................................................................................................................................ 11 Product .............................................................................................................................................. 12 Price .................................................................................................................................................. 12 Place .................................................................................................................................................. 13 Promotion ......................................................................................................................................... 13 Industry Analysis ..................................................................................................................................... 5 PEST ANALYSIS .................................................................................................................................... 5 Porters 5 forces ................................................................................................................................... 7 Organisational Structure ....................................................................................................................... 15 Operations ............................................................................................................................................ 17 Financial Plan ........................................................................................................................................ 18 Bibliography .......................................................................................................................................... 21
- 3. EXECUTIVE SUMMARY Football in India is at an all-time high. The face of the sport in the country is changing. The sports history dates back to the late 1800’s and its subsequent growth means that today it boasts 83 million viewers(Akinyemi, 2011). The popularity of the English Premier League has mushroomed among India’s affluent middle class. Although the great signs of progress shown towards following the sport and its viewership, the real scenario bears another picture. The sport in the country is pervaded with red tapism, bureaucracy and corruption. There is lack of large investments and presence of poor infrastructure which are hampering the growth of the sport with in the country. There is large room for change at all levels. Through Happy feet football academy we bring world class training facilities to the country and are proud to be the pioneers in the services we offer. This idea lies in the passion for the sport held by the three partners Sami Savanur, AvinashMalani and Nikhil Punjabi. In this business plan we outline the framework of how we attempt to achieve our vision and future plans for the business and the growth of the sport. We start with elaborating on the company profile and the products we offer. We plan to bring in international coaches, players and conduct international tours to give our students a completely experience of how the sport is administered in Europe. Through this we aim to give them the opportunity to pursue their passions as a career. Next we highlight the extensive market research and environmental scan that we have conducted which is brought about in our marketing plan.We highlight who are target market is and our market entry strategy by capturing the international schools which is as yet untapped. After this we look into the daily operations of the academy and the organisational structure. We go on to highlight the work culture that we plan to adopt. Our team comprises of very esteem coaches procured from the Uk and India respectively to provide students at the grass root level to master the game. Finally we discuss the financials of the firm and how we plan to make it a profitable organisation by giving a detailed break up of our expenses, profits and the projected sales that we aim to achieve.
- 4. Introduction Objectives Happy feet through its efforts intend to change the way India perceives the king of all sports. We plan to achieve this to start by tying up with international schools in Maharashtra. At happy feet we strive to instil football passion into young hopefuls. This will be achieved through professional football training and building a sound youth system where youngsters progress from one level to another. Efforts will be directed towards offering international exposure through various sports tours and events. Mission Statement Our mission is to nurture the physical, mental and emotional growth of the youth through the sport of football at the grass root level. We strive to provide the environment where “footballers are bred not born”. Vision Happy feet is envisaged to have the following attributes: World class infrastructure and facilities in terms of training ground, equipment, training techniques, modules etc. Be a breeding ground for world class talent Establish a sound youth system Contribute not only to the development of football but also good human beings Value to customers Happy feet will bring to Indian soil quality of football training for the youth in par with European football academies. This initiative will bring international exposure to the country which lacks basic infrastructure in the sport. We also aim to provide value by furnishing these services at affordable prices. Company Summary Happy feet football academy is an initiative started by three friends with the vehemence to give back to society the one thing they are passionate about the most, football. The retail format of which will be set by adhering with International schools and providing world class football training to their students from grass root level. Happy feet is the first of kind football academy in the country providing high quality training at affordable prices. Company ownership: The ownership of the company will belong to three people: Sami Savanur, AvinashMalani and Nikhil Punjabi with each sharing profits and losses equally.The business will be registered as a partnership and the above mentioned people would be involved in the management of the company as well.
- 5. Sami Savanur would be actively involved with on ground activities, AvinashMalani would look after marketing and business development and Nikhil Punjabi would be looking after the accounts and operations. Start-up plan: We would be getting our initial investments from an investor who would be having a 20% share in the company. We will be approaching the investor for $25000 of start-up capital. Company locations: The company office will be located in the city of Pune and operations will be carried out at the international schools in Mumbai and Pune respectively. In the third year we plan to set up another office in Mumbai. Product Product description - Our product is to offer world class football facilities with training and coaching at residential camps set up at various international schools by tying up with them initially in the cities of Mumbai and Pune. These would be specialized long duration camps unlike most of the academies that offer short term clinics. Futebol De Salao – We plan to incorporate the Brazilian method of Futebol De Salao as a part of our training. It is a variation of the conventional football and is the best medium for the development of the player’s ability to transfer and use their skills effectively in the difficult physical and psychological conditions of the game. The ball used is an important factor, due to its small size and heavy weight; it restricts players from playing long, aerial passes and encourages constant circulation and recycling of the ball (braziliansoccerschols, 2013). Competitor Analysis Competition does exist in the arena of sports training and coaching. As our plans are to start up in the cities of Mumbai and Pune, we have considered the direct competitors to us in these particular cities. In the city of Mumbai, our major competitors include BaichungBhutia Football Schools. This is an academy started by India’s longest serving football captain, BaichungBhutia. This academy is in the start-up stage but has plans to open similar schools across the nation targeting children in the age group 5 to 18 years. Besides, we also have Manchester United Soccer Schools as our competitor in the city of Mumbai. This academy would be delivering a series of short term skill development programs in the Manchester United way. Without underestimating their threat as a competitor, we believe that our academy will focus more on the development of football as a sport as compared to the many others who would concentrate more on building their brand image. For the city of Pune as well, we have looked at two potential competitors. Soccernova is an academy that has an alliance with the Brazilian Soccer Schools and their coaching standards. Their professional football training progresses from one level to another. Another competition we see is in Peninsula Pune FC Academy (PPFCA). It is a trainingacademy launched by the I-League club Pune FC.
- 6. Threats and solutions Entry of international soccer clubs – With clubs like Liverpool and Barcelona planned to enter the market in 2014 they possess a threat to eat up market share. Hence we plan to capture the niche market of international schools and get established within the market. International schools rejecting tie ups – In case of this situation which is less likely. We will modify our business model by setting up our own independent facilities and residential camps where trainings would be conducted and open to the general public Sports injuries – Injury in sports is a certainty but the way they are treated and not neglected is what matters thoroughly. Hence we have professional Physiotherapists on ground all the time Summer holidays creating lack of business – The month long holiday when students are away would be utilised to conduct soccer camps and open to all students. Market Environment According to the report Developing football in India broad cast rights for the FIFA world cup have risen by over 1000% in 8 years, showing an astounding growth from $3million in 2002 to $43 million in 2010.The report also shows a 60% increase in numbers watching football on TV since 2005. Football also attracts the second highest sports sponsorship in India after cricket. The report also highlights that 47% of India’s population describe themselves as football fans (Sportspath, 2012). Focusing on the state of Maharashtra where we plan to start operation the prospects of growth seem commendable. In all there are 20000 schools which are playing football and there are 25 million kids between the age group of 6 – 17.The Western Indian Football Association has entered into a strategic partnership with Sporting Ace Private Limited and come up with an ambitious plan to develop football in the state. The partnership will see an infusion of Rs 100 crores and plan to generate 5000 All India Football Federation trained coaches in the next three years. Industry Analysis PEST ANALYSIS Political The Government of India has been taking several steps to facilitate the growth of Football and other competitive sports in the country. A major step toward this is taken by the government approving All India Football Federations bid to host the 2017 under – 17 football world cup (Goal, 2012).The government will support all efforts that envisage the hosting and staging of the world cup by providing world class infrastructure and six top class venues. The government will also guarantee
- 7. security, accommodation, transport and airport facilities (Goal, 2012). With the world cup being staged in the country, it will stir a revolution of fan following and we at Happy Feet can work toward providing the country with talent to achieve this feat. The Indian football system is tainted with corruption and inefficiencies. This exists at all levels starting from the district level of competition to the national level where there is bribery in a major sense.Two years ago the hockey federation of India was stripped off by the Indian Olympic association after the government found out about widespread corruption and bribery. The most celebrated event of Indian sport, The Indian Premier League has been rubbed in with a tremendous amount of allegations and kickbacks and bud rigging during the awarding of franchises (Ambers, 2012). Economic In the last couple of years things have looked bright for Indian football with IMG – Reliance acquiring the commercial rights of Indian football for 15 years at USD 140 million, acquisition of clubs abroad by Indians and NRI’s, entry of major European clubs to India and support of FIFA to AIFF (Anglian Football, 2012). The Indian football league clubs spend collectively USD 30 million (approx.).Each season budget ranges from USD 1000000 – 3000000 for these clubs and 90% of expenditure is on player compensation (Anglian Football, 2012). The Indian Economy has been on the rise at a steady pace of 6 – 8 % growth. It is the tenth largest economy in the world by nominal GDP. India falls into one of the G- 20 major economies and is a member of the BRICS. These factors provide a potentially profitable environment to invest in. Social India is the second most populous country in the world and its large reserve of human capital is crucial to the nation’s economic development. The countries growing technically skilled workforce draws international players to locate facilities there. Inflation and employment rates which are relatively high remain major challenges for the Indian economy. The expanding middle class in India’s urban areas is likely to help fuel the countries future economic growth (Texas, 2012). A major deterrent for the growth of any other sport in the country is the pro cricket mind-set that the country possesses. This results in neglect of other sporting competition and potential. Having considered this as previously mentioned there is a huge rise in football following in the country. 47% of Indians consider themselves as football fans. The viewer ship of European football is on the rise. With the opening of venues such as Manchester United football Cafes all over the country, there is a strong platform to unite people who are passionate about the sport. Technology The major drawback in Indian football is the lack of infrastructure and technology at grass root level and national level simultaneously. With stadiums crumbling and pot holes on pitches it becomes difficult for the sport to prosper. In Goa, the Fatorda stadium was deemed to be not good enough to host Asian Football Confederation matches as it dint even have flood lights (Srivastava, 2011).Also in
- 8. Kolkata the Mohan Bagan and East Bengal grounds are not in proper conditions hence matches are held at the Salk Lake stadium. There is strong requirement of world class state of the art facilities. Such facilities are made available by international schools such as American School of Bombay which have state of the art football pitches, heated swimming pools, gymnasiums etc. Porters 5 forces Threat of new entrants - medium As the market is very lucrative there may be a chance that big Indian companies such as Reliance and investors such as The Sahara Group may shift their financial assistance from cricket and hockey to football. There is also a chance of other international football academies to follow the footsteps of Manchester United soccer schools and enter the market. Speculations have already been made about the entry of Italian football club Inter Milan. The sales and marketing manager Barbara Biggi informed Times of India that they are looking for partners in the country to support the Infrastructure (Mohan, 2012). The major issue observed with these new entrants is the fact that nothing concrete has fallen into place as of today and majority of the projects would fall into place late end of 2013 or by 2014.Concequently we wish to capitalise on this opportunity and gain market leadership. Threat of substitutes – Medium to High As mentioned earlier with cricket being the countries favourite sport and hockey being the national sport the consumer could possibly switch to playing any of these sports. This could result in loss of a long term consumer. We feel that even though this threat could be relatively high the latest reports show that 47 % of Indians describe themselves as football fans giving us a huge window of opportunity. Bargaining power of customers – low to medium The customers would have a relatively low bargaining power as the cost of packages we offer are provided at relatively affordable prices as compared to Industry standards. The countries reputed Karnataka Institute of Cricket charges a fee of Rs 5500 for a month for their weekend sessions. Hence our prices for the three month package Rio are comparatively affordable (KIOC, 2012). Bargaining power of suppliers – Medium The main form of suppliers for us would be sport companies such as Puma, Adidas or Nike. These would be the companies from which we would be looking to source our football equipment such as jerseys, boots, footballs etc. We are already in talks with Puma as one of our partners, Sami Savanur is an ex-employee of the company and through his contacts with the company we are going to get large discounts on bulk purchases of the goods.
- 9. There is also the presence of smaller football equipment companies such as Nivia and Umbro who could also be our potential suppliers. These are smaller sports equipment companies and could provide quality goods for a lesser costs. Consequently the switching cost to alternative companies is relatively less. Competitive rivalry within the industry – Medium The rivalry between the current market players is currently low as all are currently operating at a smaller market size. Each competitor has a niche market size. Although considering this situation with the potential growth in the market size and entry of new competitors there is strong possibility of intensification of competition. The international players will try to get hold of market share. A lot of the international football academies are looking at major cities like Mumbai and Delhi to enter the Indian market.
- 10. SWOT MATRIX STRENGTHS WEAKNESS Tie-ups with schools advantageous Initial dependency on available Group of skilled and experienced infrastructure of schools. staff and management. New start-up, hence unrecognised International tours part of programs. brand name. OPPORTUNITIES THREATS Rising interest and viewership Unsuccessful past of Indian Football Increasing FIFA and AFC interest in Political interference Indian Football Legislative problems in India Corporate houses showing interest in Satisfaction with low success Indian football Elite class showing more interest in Indian Football
- 11. Market research To validate our business model we have conducted both primary and secondary research. The primary research involved conducting a survey through a questionnaire with 15 parents from Symbiosis International School, Pune on questions relating to football and whether they see their children playing the sport and how much time would they permit in a week. (See Appendix) The research highlighted positivity in the minds of the parents with regards to health and fitness of their children through sports. All though parents are still not entirely convinced on the future of football in India, hence we feel through Happy Feet we can strive towards our mission to uplift the sport in the country. Marketing Plan Segmentation Since the market that we aim towards targeting would be students, hence the main segmentation would be on the premises of schools. We’ve segmented the schools within the state of Maharashtra on the basis of the graduation certificate they offer – 1) Maharashtra secondary schools – 13,835 2) Indian certificate of secondary education schools – 196 3) International baccalaureate schools - 96 The next segmentation would be on the basis of age group of students enrolling within our programs as our programs would be focusing different forms of training for different age groups. The age groups would be divided in the following manner – 1) 8 – 10 years 2) 11 – 12 years 3) 13 – 14 years 4) 14- 16 years 5) 16 and above India is one of the fastest growing economies in the world having clocked a growth rate of 8.3% in 2010.The Indian middle class is expected to be approximately 50 million people . Hence we’ve segmented the population on the basis of the social class –
- 12. Income Class Monthly family income % of Total population Poor < USD 150 54% Lower Class USD 150 – 350 41% Middle Class USD 350 - 840 4% Upper Class USD 840 – 1700 0.5% Rich > USD 1700 0.5% Targeting From the above segmented market that we have identified we would like to direct our focus towards the international schools to start off with. We have identified it as a niche market which will provides us the untapped gap within the industry. On the basis of our competitor analysis we have identified that none of the competitors have successfully managed to establish any sort of tie ups with the International schools to provide football training services to their students. As majority of international schools are residential and possess top notch infrastructure and facilities our aim will be to harness this advantage and utilise it to provide students with an international training environment. In the schools we will be targeting students from the age group of 8 to 17 years. The main focus for our programs with regards to these schools will be to target the upper middle class and rich families. In the future when we plan to rent our own training ground we will then be targeting the middle class and lower middle class families. To name a few international schools – Symbiosis international school, Pune American school of Bombay, Mumbai Mercedes Benz international school, Pune B.D. Somani International school Positioning Happy Feet follows two positions strategies - Benefit positioning - we provide benefits by giving high quality football coaching in India for the fervent and die hard football fans that unfortunately do not get this service in the country. Price positioning: Happy Feet services are at a lower price when compared to the pricing of the competitors. Happy feet aims to be positioned as the pioneer of creating a football revolution in India at the grass root level. We will be positioned as the pioneer in the country to bring in UEFA A licenced coaches such as Mr Tony Rickets and to organise tours for students to Bristol Rovers football academy in England giving our students the opportunity of international exposure to training.
- 13. Product Our product and services offered will be segregated for both students and coaches, as we strongly believe for the development of the sport it is essential that not only students are trained well but training starts from creating well experienced coaches who can in turn pass their knowledge to the students. For Students – The training programs will be broken down into various soccer clinics depending on the duration and intensity of training. They will be called as Rio (3 months), Samba (6 months) and Carnival (9 months) respectively. • Residential camps offering world class training and facilities • Specialized long duration training programs • Futebol de Salao workshops • International tours to various destinations • Interschool Futebol de Salao competition For coaches – We have devised an exclusive training program for coaches called the Happy Feet youth coaching badge which will help them get well trained in the following aspects - • Coaching essentials • Components of football • Dealing with age groups • Sports nutrition / medicine • Sports psychology / sociology Price Our pricing strategy has been formulated after our market research that we conducted on the international schools parents. We have identified that majority of the parents were willing to spend between 4000 – 8000 per month on football training for their child.
- 14. How much are you will to spend on football per month? less than USD 80 USD 80 - 160 Greater than 160 29% 30% 41% We were able to conceive our program prices after analysing all the expenses that would be incurred and the profit margin that we would be achieving in the following years. Our strategic alliance with Filton College in England has helped us provide international tour packages at considerably nominal prices. It has also been the foundation to assist us in bringing UEFA A licenced coaches such as Mr Tony Rickets to the country to conduct training programs for our students. The package prices will be as follows – • Rio (three months) – USD 140 • Samba (six months) – USD 300 • Carnival ( nine months) – USD 450 • International Tours – USD 1200 • Academy youth coaching batch – USD 300 Place As we plan to enter the market through targeting international schools the centres for training will be the facilities of these schools. The training camps will be held in each school for three days a week, with two hour training sessions. The company will have office in the city of Pune where all the off ground activities will take place. We will conduct the visual / classroom training sessions for our coaches in the office. In the year 2015 we plan to lease our own football ground to expand our services to a larger audience. In 2016 a new office will be set up in the city of Mumbai to cater to the growing consumer market. Promotion Since our main target market in the initial stages are the international schools, our main focus would be the parents and students of these schools. So for the same we plan to organise various high tea parties and seminars in the school premises promoting the cause of the sport. We will leverage our
- 15. brand by focusing on the international tours we are offering, the UEFA A licenced coaches we plan to bring down and reputed international football players who will make short visits to impart their esteemed sporting experiences. Through these activities we plan to achieve enrolment of 100 students per school. We plan for the optimum utilisation of the tool of social media. Various activated will be conducted on the online portal for the same – Creation of a Happy Feet website Creation of a Happy Feet Facebook page Creation of a Happy Feet Twitter account Using famous celebrity bloggers such as Miss Malini to promote the brand on her website, blogs, twitter and Facebook accounts Videos of football coaching, training sessions and tournaments will be uploaded on YouTube and other networking sites. Free training will be imparted to students who are talented at the sport but not financial stable. For our first international tour we plan to give scholarships to 5 students who enrol in our camps. This aspect will be highlighted in our promotions through pamphlets and brochure which will be distributed in the schools and various locations such as shopping malls and multiplexes.
- 16. Organisational Structure Sami Savanur AvinashMalani Nikhil Punjabi AKFDC Coach Business Operations Manager manager AIFF licenced coach Physiotherapis t Happy Feet youth badge
- 17. Organisational Structure Our teams would be divided in the following manner. On Ground activity – The on ground team would be responsible for the coaching and training perspective that the academy has to offer to both the students and the prospective coaches join our coaching program. This team will be headed by Sami Savanur. It will comprise of the AKFDC coaches, AIFF coaches and Happy Feet academy coaching batch and physiotherapists. Business Development - This team would be headed by AvinashMalani who would overlook the marketing and business development aspect of the organisation. He would be provided competent business managers who would be responsible for – Setting up the tie ups with the international schools Working with different venues for holding promotional soccer camps Generating strategic alliances with International football clubs such as Bristol Rovers which is owned by Filton College in Bristol, England. Marketing and promotional activities of the brand Working on tie ups with reputed footballers and world class licenced coaches to provide soccer clinics for our students and coaches Operational team – This team will be headed by Nikhil Punjabi and be responsible for all the operational and financial aspects of the company. This would involve – All office related activities Collection of all the fees for the various programs offered Maintaining accounts Importance of HR for Happy Feet Human capital is the starting point and a strong foundation of a successful business. We understand the strategic implications of the knowledge-driven, service-intensive economy and the fact that skilled and motivated people are central to the operations of any company that wishes to flourish. Thus we aim to be a human capital centric organisation that attracts talented individuals and enable them to work together in an effective manner. This will enable our “people” resources to become our premier competitive advantage At Happy Feet Football Academy we thoroughly understand the importance of our various teams. For any sports academy the core competency lies in its esteemed team of coaches as parents are interested in ensuring their children get highly skilled training and simultaneously are concerned with the levels of safety under which training is conducted. Our esteemed coaches will be derived in the following way –
- 18. Head Coaches–Our head coaches will be selected from the esteemed institute of AbhijeetKadam Football Development Centre in Pune. Pune based education giant BharatiVidyapeeth has partnered with Liverpool FC – the most successful football club in the history of English football, The FA- English football’s governing body, UK based International Company KickWorldwide and Southgate College to establish AbhijitKadam Football Development Centre.The centre gives its students who are enrolled for the coaching programs the opportunity to get international exposure by studying for the second year of the two year sports management course at the University of Southgate, England. The knowledge these coaches can impart will truly benefit our students (AKFDC, 2012). Assistant Coaches -The Western India Football Association (WIFA) under the aegis of the All India Football Federation has laid the foundation to the coaching ladder with the introduction of the AIFF ‘D’ License coaching programme, which is the first of its kind in India. Through this initiative the organisation plans to generate 5000 coaches in the next 3 years (WIFA, 2012). We at Happy Feet want to give these coaches the opportunity to assist our head coaches and impart their skills to our students. UEFA A Licenced coaches and International footballers – We plan to have soccer clinics held by Mr Tony Ricketts who is the head coach of Bristol Rovers football club. He is also the esteemed holder of a UEFA ‘A’ licenced coaching certificate. The UEFA A License is the highest practical coaching licence available and focuses specifically on the European competitive level of football (FA coaching courses, 2012).Through his visits he will not only help our students benefit but also help our coaches improve their standards of coaching. We also plan to bring down international football players such as Park Ji sun and Edgar Davids for short visits to our training centres as they will serve as role models for our students who can then inspire to achieve their success. Sports physiotherapists – We are looking at hiring physiotherapists who would be on ground during our training sessions to monitor student fitness and reduce chances of injury through the sport and conduct class room sessions to train our coaches on sports medicine and other aspects.We are looking at hiring physiotherapists from the Indian Association of Physiotherapists which is an organisation of professionals representing more than 25000 physiotherapists (Physiotherapy India, 2012). Operations As our organisation is not a conventional company hence many aspects of the supply chain such as the distribution networks are relatively not in existence.Our main focus is towards our daily operations and efforts in ensuring our service reaches our consumers effectively.The service is divided into two programs, firstly for students and secondly for coaches. We are looking at 4 tie ups in the first year, two centres in Pune and two in Mumbai. Training sessions will be held 3 days a week at each centre and each centre will hold sessions on alternate days for us to focus all efforts on
- 19. the students of one school per day of the session.Through the Happy Feet youth coaching batch that we offer, the students of that will have class room sessions at our office to help them get trained and during the training session they will get the chance to apply the coaching on field effectively. Financial Plan The purpose of this is to let the investors be aware of the financial details relating to operations, products and services in the current business plan. The initial cost of setting up the company would be approximately USD 85000. This investment amount would be procured from the three partners; each bringing in USD 20000. How much Investment from Investor The remaining sum of USD 25000 will be obtained from an angel investor. We are looking at offering the investor a 20% stake in the company and profits and losses will be shared by him in that manner. Where will the funds be used For the optimum utilisation of funds from the investors we are looking at procuring funds for majorly the following expenses – Royalty paid to international schools Marketing expenses Purchase of football equipment When will the funds be needed The complete sum required for marketing expenses and football equipment will be needed in the first month itself. The royalty paid to schools will be done each month in equal instalments. Hence this amount can be paid by the investor each month or on quarterly basis. Projected sales forecast for 5 years Enrolment Enrolment Enrolment Enrolment Enrolment (over a (over a (over a (over a period (over a period PACKAGES period of 9 period of 9 period of 9 of 9 months) - of 9 months) - months) - months) - months) - 2013 2014 2015 2016 2017 Package Rio (3 months) 300 306 337 377 434 Package Samba (6 months) 70 71 79 88 101 Package Carnival (9 months) 50 51 56 63 72 International Tour 50 51 56 63 72 AYCB (Coach Program) 15 15 17 19 22 TOTAL 485 495 544 609 701
- 20. Statement of expenses PARTICULARS 2013 (INR) 2014 2015 2016 2017 License and Registration 91 Transport Van (2 Vans) 3,632 908 Ground Lease/Rent 4,358 Equipment 4,540 Office Space Deposit (Refundable) 817 1,362 Office Rent 3,269 3432 3604 9231 9693 Office Furniture 1,090 1,362 Salary and expense to Mr Tony Ricketts 6,000 Salary and expense of International footballer 6,000 6,000 Fuel and Maintenance 2,179 2397 2637 2900 3190 Electricity & Utilities 218 229 240 252 265 Salaries 34,865 38,351 53169 58486 64334 Scholarships offered 2,724 2,724 2,724 2,724 2,724 Special Scholarship (Teach For India) 2,724 3,632 Royalty to Schools 14,527 15980 17578 19335 21269 Marketing expenses 5,448 3,632 3995 4394 4834 TOTAL 79,397 75,468 88,304 100,955 115,941 Income generated from various programs offered Income 2013 2014 2015 2016 2017 RIO 37,800 38,556 42,412 47,501 54,626 SAMBA 18900 19278 21206 23750 27313 CARNIVAL 20250 20655 22721 25447 29264 International Tours 4500 4590 5049 5655 6503 AYCB 4050 4131 4544 5089 5853 TOTAL INCOME 85,500 87,210 95,931 107,443 123,559 PROFIT MARGIN 6,103 11,742 7,627 6,488 7,619
- 21. Cash flow for the year 2013 Particular Q1 Q2 Q3 Q4 AMT AMT AMT AMT AMT AMT AMT AMT CASH FROM OPERATING ACTIVITIES Cash from operations 21375 21375 21375 21375 License and registration -90 Equipment -4500 Office Rent -810 -810 -810 -810 Office Deposit -810 Fuel and maintanance -540 -540 -540 -540 Electricity &Utilitites -54 -54 -54 -54 Salaries -8640 -8640 -8640 -8640 Scholarships Offered -675 -675 -675 -675 Royalty to schools -3600 -3600 -3600 -3600 Marketing Expenses -1350 -1350 -1350 -1350 306 5706 5706 5706 CASH FROM INVESTMENT ACTIVITIES -3600 -4500 -1080 -9180 Net Cash -8874 5706 5706 5706 Opening Balance (Rs 15,00,000) 27000 18126 23832 29538 Closing Balance 18126 23832 29538 35244
- 22. Bibliography AKFDC. (1 December, 2012). Retrieved 4 January, 2013, from www.akfdc.bharatividyapeeth.com: http://akfdc.bharatividyapeeth.edu/About/About-AKFDC/default.aspx Akinyemi, A. (6 May, 2011). Retrieved 10 30, 2013, from http://edition.cnn.com/2011/SPORT/football/04/19/football.india.kolkata.derby/index.html Ambers, L. (2012). Retrieved 3 January, 2013, from www.blogs.bettor.com: http://blogs.bettor.com/Indian-sports-marred-with-corruption-allegations-besides-those- relating-to-Commonwealth-Games-preparations-a30522 Anglian Football. (26 July, 2012). Retrieved 3 January, 2012, from www.anglianfootball.com: http://anglianfootball.com/?p=575 braziliansoccerschols. (2013). Retrieved 6 January, 2013, from www.braziliansoccerschools.com: http://braziliansoccerschools.com/about-us/how-we-use-futebol-de-salao FA coaching courses. (2012). Retrieved 4 January, 2013, from www.facoachingcourses.org.uk: http://www.facoachingcourses.org.uk/uefa-a-licence.html Goal. (24 Septemebr, 2012). Retrieved 3 January, 2013, from www.goal.com: http://www.goal.com/en-india/news/136/india/2012/09/24/3400272/goverment-of-india- backs-aiff-to-host-the-2017-u-17-football KIOC. (28 December, 2012). Retrieved 28 December, 2012, from www.kioc.net: http://www.kioc.net/node/176 Mohan, S. (28 November, 2012). Retrieved 27 December, 2012, from www.goal.com: http://www.goal.com/en-india/news/136/india/2012/11/28/3561468/inter-milan-to-enter- indian-football-market-report Physiotherapy India. (2012). Retrieved 4 January, 2013, from www.physiotherapyindia.org: http://www.physiotherapyindia.org/about/3274-iap.html Sportspath. (2012). Retrieved 22 12, 2012, from www.sportspath.typepad.com: http://sportspath.typepad.com/sports-path-e-learning-bl/th.html Srivastava, A. (10 August, 2011). Retrieved 3 January, 2013, from www.goal.com: http://www.goal.com/en-india/news/2292/editorials/2011/08/10/2610903/speakout- where-is-the-infrastructure-in-indian-football Texas, I. (25 June , 2012). Retrieved 3 January, 2013, from www.prweb.com: http://www.prweb.com/releases/2012/6/prweb9622861.htm WIFA. (1 December , 2012). Retrieved 4 January, 2013, from www.wifa.in: http://wifa.in/?page_id=150
- 23. APPENDIX - Hours of football in a week Less than 4 hours 4 hours to 8 hours 8 hours and above 25% 15% 60% Spending in football >4000 4000-8000 8000 and above 29% 30% 41% Interested in being coached YES No don’t know 4% 21% 75%
- 24. Which of these is a role model for your child ? David Becham Sachin Tendulkar Michael Schumacher 20% 40% 40% Which European league does your child follow English premier league Italian league Spanish league 30% 50% 20% With the Fifa under 17 world cup being held in India do you see your… Yes No 25% 75%
- 25. Does football interest your child ? Yes No Not sure 22% 18% 60% In 10 years where do you see football in the country ? In Par with Cricket National sport Still the same 40% 50% 10% Would you be interested in getting your child coached with world… Yes No Not sure 32% 54% 14%
- 26. Does your child hold any previous experience in sports /athletics ? Yes No 40% 60%
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Indoor Soccer Facility Business Plan
Start your own indoor soccer facility business plan
Dribbling Indoor Soccer
Management summary management summary will include information about who's on your team and why they're the right people for the job, as well as your future hiring plans.">.
Les and Noh Klew will manage the day-to-day operations of Dribbling Indoor Soccer. Both Les and Noh are considered very people-oriented and excellent supervisors of staff. They are familiar with every aspect of the sport and both are certified to serve as officials for indoor soccer games.
Les has been instrumental in the popularity of soccer in Wingback County. He was a founding member of the Wingback County Soccer Council. At the time there was only a handful of people interested in sport. Over the next five years of his leadership, the Council acquired a budget of $200,000, a staff of six and became the major catalyst for the city’s new outdoor soccer facility which will be hosting this year’s Region 2 regional competition.
Noh was also an important influence in the development of soccer in Wingback County. Noh served as the Council’s marketing and fundraising coordinator for six years. She increased donations by 15% each year over that period of time. She established the Council’s marketing campaign to increase youth and adult soccer teams in Wingback County.
6.1 Personnel Plan
The personnel of Dribbling Indoor Soccer are as follows:
- Manager (Klew, Les);
- Asst manager (Noh Klew);
- Senior staff (2);
- Store staff person (1);
- Cafe staff (2).
A janitorial service will be contracted to clean the facility.
Clinic coaches will be hired, short term, as needed and paid out of clinic receipts.
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Purpose: The purpose of this paper is to develop a model that identifies and describes the primary categories that should be included in a youth sports program. Second, the model will be used to gauge the CHASCO Family YMCA in Round Rock, TX. Lastly, recommendations for change to the model based on the results will be given. Methodology: The components of an effective youth sports program identified in the literature are used to construct the conceptual framework. A practical ideal type model assessment tool for youth sports programs is created from the framework. The assessment tool is used to gauge for the presence of an effective youth sports program at the CHASCO Family YMCA in Round Rock, TX. Document analysis and direct observation is used to perform the assessment. Results: The CHASCO Family YMCA youth sports department rating is lower than the internal rating system results that the CHASCO Family YMCA used. The literature identified some components that were used to gauge the YMCA that were not on any rating system the YMCA currently uses.
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How to Start a Soccer Business
Entrepreneur Ideas
If you are considering starting a soccer business, priority one is learning as much as you can about the business.
Thinking about opening a soccer business? We tell you what you need to know to get started.
Love soccer? There's plenty of entrepreneurial opportunity in the world's most popular sport.
Startup Prospects in the Soccer Industry
Although it enjoys widespread popularity around the world, soccer has struggled to gain a foothold in the U.S. Still, the outlook for amateur soccer businesses is cautiously optimistic, based largely on the fact that more than 19 million kids and teens regularly participate in soccer leagues and neighborhood pickup games.
It's worth noting that once kids reach the age of 19, their interest in soccer plummets as they shift their loyalty to football, baseball and other more traditional American sports. So for startup entrepreneurs in the soccer industry, the path to profitability typically is typically weighted toward the youth soccer market.
Whether you are planning to launch an indoor soccer arena, a soccer retail store or a combination of the two, the key is to tailor your business model to the needs of kids and teens.
Overcoming the Challenges of an Indoor Soccer Arena
Indoor soccer arenas offer entrepreneurs an opportunity to earn year-round revenues, especially in cold climate regions. Although demand for indoor soccer may wane during middle school and high school season, there will be ample demand for sponsored leagues during the off-season.
But before you can start recruiting players and coaches for your first league, there are several challenges you'll need to address.
- Suitable space . Indoor soccer arenas require large, open facilities. Ideally, your business location should have enough space for a full-size indoor soccer field, bleachers, locker rooms and auxiliary areas for skill-building activities. In reality, you may need to modify your vision based on the availability of suitable space in your community.
- Liability insurance . Unfortunately, indoor soccer arenas are magnets for injuries. In addition to insuring you facility and business, you will need to obtain liability insurance to protect your startup from injuries that occur both on and off the field.
- Scheduling . Every minute your arena is vacant represents a lost business opportunity. Successful indoor soccer arenas are aggressive about booking leagues, parties, camps and other events in order to minimize downtime. In some instances, it may be appropriate to book your space for non-soccer activities (e.g. open play) just to fill the facility schedule. To stay on track, you may want to consider implementing a scheduling software solution into your booking routines.
How to Write a Simple Soccer Company Business Plan
Haven't created a business plan for your soccer business yet? You could be in big trouble.
At Gaebler, we advise new business owners to keep your business plan simple . Ultimately, your business plan is intended to be a resource for you, the business owner.
If your time is limiting, outline the essentials of your soccer company's business plan now and make a commitment to come back to it later.
Don't Overlook Competitors
Prior to launching a soccer business within your community, it's a good idea to see what the competition looks like. We've provided the link below to help you get a list of local competitors near you. After clicking on the link, type in your city, state and zip code to get a list of soccer businesses near you.
- Locate Soccer Businesses Near You
Before you open up shop, make sure you know what you will offer to your customers that provides a significant advantage over your competition's offering.
Learning More About the Industry
Once you've finished assessing the competion, it's essential that you learn as much as you can from somebody who is already in the business. If you think your local competitors will give you advice, you're being overoptimistic. Why would they want to educate a future competitor?
However, an entrepreneur who owns a soccer business in another town may be willing to share their entrepreneurial wisdom with you, provided that you won't be directly competing with them. Many business owners are happy to give advice to new entrepreneurs In my experience, you may have to call ten business owners in order to find one who is willing to share his wisdom with you.
What's the best way to find a soccer business owner on the other side of the country to talk to?
Here's one way to do it. Just use our link below, find somebody and call them.
- Find Your Soccer Business Mentor
Why You Should Buy (Instead of Start) a Soccer Business
Spurred on by dreams of a future big money buyout and an undeniable entrepreneurial impulse, many would-be soccer business owners are driven to pursue startup strategies.
However, a business purchase is nearly always the smarter ownership option.
Most notably, a soccer business includes more than just assets - a brand identity and customer base come with the keys to the front door. And that's not to mention the fact that a purchase let's you avoid the trial-and-error mistakes that are common in startups.
Startup small business owners sometimes lack the experience and resources to make a go of it in a competitive business environment. Franchised startups have an edge over other startups because they launch with many resources already in place.
The Gaebler soccer franchise directory is full of exciting franchise opportunities for soccer businesses as well as other businesses. Just click the link to peruse the possibilities.
Remember, like any business, a franchise requires commitment and capital. Although the capital requirements vary by franchise, with a little research you should be able to identify a franchise that is capable of meeting both your ownership goals and capital budget.
- Soccer Franchises
Related Articles on Starting a Company
These additional resources regarding starting a business may be of interest to you.
How to Find Angel Investors
Consideration Before Buying a Franchise
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How to Start a Soccer Academy: The Definitive Guide
A soccer academy or school of soccer is a place where children can go to learn a range of technical and tactical skills. The players who enroll in these academies often have dreams of becoming professionals or they are close to getting into elite academies. This article is for coaches who want to know how to start a soccer academy.
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How to start a soccer academy? Find a venue to operate, recruit staff to fill key roles, and find players to attend the academy. Be ready to pay marketing, start-up, and legal costs.
The process is a challenging but rewarding concept. Research and preparation will be required to establish a well-organized academy. You will be required to demonstrate lots of effort, commitment, and energy so every child who attends can benefit. It is always important to consider your legal responsibilities, such as licenses, staffing arrangements, health, and safety. The steps below should get you off to a great start.
How to Start a Soccer Academy
Step1: staffing your soccer academy.
The right staff make any business work and thrive. Don’t skip this step, put in the time and effort to assign the right people to the right job roles. Do not try to do everything yourself. Utilize people’s skill sets to make it work. Some key job roles will make the business work. I have listed the main roles below.
Overview of Staffing Responsibilities
Soccer coaches and assistants will be the bread and butter of your soccer academy they will be the people who attract the players to your academy. You must invest in these people. Players want to play for coaches who make them feel good, who help them learn, and encourage them to be better. Ideally, you want highly skilled and qualified soccer coaches who specialize in the younger age groups.
Accountants will keep your tax information up to date and ensure your academy pays the taxes required to run legally. A good accountant can help a soccer business to manage its ingoings and outgoings to ensure it keeps running. The accountant ensures that any expenses are accounted for and that profits are maximized.
Recruitment or talent ID specialists will help you to find out where the best talent is in your area. They will regularly watch grassroots games and have a clear understanding of what makes a successful player. They will help you identify players with good potential, coachable players who would benefit from a soccer academy system. Speaking with these types of people can be a really useful exercise.
Step 2: Facilities for your Soccer Academy
A full pitch is the most expensive. You would need to ensure that your monthly rates or the number of players you have signed up can cover the costs of your facility hire. Remember you need to be able to pay the coaches who are running your academy and the other staff who are helping with the other duties.
Reduce Venue Costs
If you go after grassroots teams then I would suggest not being attached to any teams as their manager or coach. Grassroots clubs can be put off working with you especially if they think you are going to coach their players then try to sign them up to your team.
Step 3: Getting the Right Players
When starting you will likely have to work with players of lesser ability to build your reputation as an elite soccer academy. This will take time and you must be patient. The key is to make sure that any player who enters your soccer academy leaves a better one than when they arrived.
What to Look for In Players
Firstly you want players who have potential and ability. If you want to become established then the players you work with must be consistent performers. They should have a desire to work hard and improve. They must be willing to put lots of effort and commitment into their development.
I think when learning how to start a soccer academy, you need to find a way to separate yourself from the crowd. Providing individual detail and help to players is a way to separate yourself from the competition. It could be in the form of a feedback report or just through the approach to your session design.
Follow the link to see what scouts look for in soccer players. The link will open in a new window.
Step 4: Legal Considerations to Starting a Soccer Academy
Step 4: fees and costs when starting a soccer academy.
When learning how to start a soccer academy you must be prepared for some costs. You will need lots of equipment, balls, vests, cones, and mini-goals. These are the main bits of kit I would suggest you need to get started. First aid kits, electric ball pumps, clipboards, and whistles are also other secondary pieces of kit you may want to purchase.
Wages for staff should be considered. They are often paid as a one-off fee or hourly rate. This can be negotiated between each staff member recruited. The wage should reflect the duties and responsibilities you require of them and ideally should be in line with national averages for that job role.
Facility/venue costs will take up a large chunk of money that comes into the business. It is important to know your break-even cost to hire a facility, run a course and pay the staff. It might be that a course would break because you had a group of 10 players signing up. This is important for the longevity of your business. You might have to run a couple of break-even courses before you make a profit.
Step 5: Advertising Costs
You need to market the fact that you have high standards of safety, coaching, and care. Players who attend your academy will be looked after regardless of ability. They will have a great experience when they attend one of your camps.
There are secondary staffing roles such as secretaries and administrators who can take care of other aspects of the business so you can focus on coaching football. It is important to have people that understand the sport and how it works.
Get your taxes and business expenses looked after by a reliable accountant. Do not forget or ignore the fact that you must pay taxes on your income. This will stand you in good stead as you grow and help you to develop a business that thrives in the local community.
Frequent Questions
How much do es it cost to start a soccer academy? There will be annual fees or monthly fees to cover the cost of coaching, facilities, playing equipment, and advertising. On average, soccer academies will be paying between $300 and $600 monthly or $3,000 and $6,000 annually , this would be based on a couple of coaches running camps 2 – 4 times per week.
How do soccer academies make money? Weekly centers, holiday courses, small group sessions, or 1 to 1 sessions are 4 ways that a soccer academy could make money. I would recommend combining a couple of these methods alongside each other. For example, during a holiday course let one member of staff do 1 to 1’s. whilst the others are working with large groups. This can maximize earnings from one facility.
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It should be noted that there is no special software required to use these templates. All business plans come in Microsoft Word and Microsoft Excel format. Each business plan features:
- Excecutive Summary
- Company and Financing Summary
- Products and Services Overview
- Strategic Analysis with current research!
- Marketing Plan
- Personnel Plan
- 3 Year Advanced Financial Plan
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1.0 Executive Summary
The purpose of this business plan is to raise $50,000 for the development of a soccer club while showcasing the expected financials and operations over the next three years. Soccer Club, Inc. (“the Company”) is a New York based corporation that will provide ongoing soccer training services and game management to its client base in its targeted market. The Company was founded by John Doe.
1.1 Products and Services
As stated above, the business will be actively involved with providing young people (especially of middle school and high school age) with a broad array of training as it relates to improving their skills in soccer. The Soccer Club will operate on a year round basis. During summer, the business will offer more intensive daily training courses that focus on improving an individual’s ability to play soccer. The third section of the business plan will further describe the services offered by the Soccer Club.
1.2 The Financing
Mr. Doe is seeking to raise $50,000 from as a bank loan. This business plan assumes that the business will receive a 10 year loan with a 9% fixed interest rate. The financing will be used for the following: • Financing to develop the Company’s office location. • Financing for the first six months of operation. • Capital to purchase gym and fitness equipment. Mr. Doe will contribute $10,000 to the venture.
1.3 Mission Statement
Soccer Club, Inc.’s mission is to become the recognized local leader in its targeted market for soccer training and game management services.
1.4 Mangement Team
The Company was founded by John Doe. Mr. Doe has more than 10 years of experience in the physical fitness industry. Through his expertise, he will be able to bring the operations of the business to profitability within its first year of operations.
1.5 Sales Forecasts
Mr. Doe expects a strong rate of growth at the start of operations. Below are the expected financials over the next three years.
1.6 Expansion Plan
The Founder expects that the business will aggressively expand during the first three years of operation. Mr. Doe intends to implement marketing campaigns that will effectively target individuals with children within the target market.
2.0 Company and Financing Summary
2.1 Registered Name and Corporate Structure
Soccer Club, Inc. The Company is registered as a corporation in the State of New York.
2.2 Required Funds
At this time, the Soccer Club requires $50,000 of debt funds. Below is a breakdown of how these funds will be used:
2.3 Investor Equity
Mr. Doe is not seeking an investment from a third party at this time.
2.4 Management Equity
John Doe owns 100% of Soccer Club, Inc.
2.5 Exit Strategy
If the business is very successful, Mr. Doe may seek to sell the business to a third party for a significant earnings multiple. Most likely, the Company will hire a qualified business broker to sell the business on behalf of Soccer Club, Inc. Based on historical numbers, the business could fetch a sales premium of up to 4 times earnings.
3.0 Products and Services
As stated in the executive summary, the business will be actively engaged in providing services that relate to increasing an individual (especially students) ability to play soccer. These services will also ensure that high level high school players can continue to refine their skills as they seek athletic scholarships. During summers, the business will operate on a daily basis to provide instruction (especially for high school students) with the ability to effectively increase their abilities on the court. At the onset of operations, Management intends to have three to four instructors that are well versed on soccer coaching available at all times. The business will also engage in providing services related to managing an amateur soccer team that will travel within the target market to play other Soccer Clubs. The business will earn moderate gross margins from providing these services to members of the Soccer Club.
4.0 Strategic and Market Analysis
4.1 Economic Outlook
This section of the analysis will detail the economic climate, the sports training industry, the customer profile, and the competition that the business will face as it progresses through its business operations. Currently, the economic market condition in the United States is in a state of sluggish growth. This slowdown in the economy has also greatly impacted real estate sales, which has halted to historical lows. Many economists expect that this sluggish growth will continue for a significant period of time, at which point the economy will begin a prolonged recovery period. However, this should have only a modest impact on the Soccer Club’s ability to generate revenues.
4.2 Industry Analysis
Within the United States, there are approximately 2,500 businesses that operate one or more sports training and game facilities. Each year, these businesses aggregately generate more than $3 billion of revenues and provide seasonal employment to 40,000 people. Annual payrolls in each of the last five years has exceeded $400 million. The growth rate of this business is expected to remain in lockstep with that of the economy and population. There are approximately 2,500 companies in the United States that specialize in the sports training (including Soccer Club) operations.
4.3 Customer Profile
Soccer Club, Inc.’s average client will be a middle to upper middle class individual living in the Company’s target market. Common traits among clients will include: • Has a family with two children (one of which will be going to college within the next one to two years and is seeking an athletic scholarship). • Annual household income exceeding $50,000 per year • Will spend $1,000 to $2,000 per year with the Soccer Club, Inc.
4.4 Competitive Analysis
This is one of the sections of the business plan that you must write completely on your own. The key to writing a strong competitive analysis is that you do your research on the local competition. Find out who your competitors are by searching online directories and searching in your local Yellow Pages. If there are a number of competitors in the same industry (meaning that it is not feasible to describe each one) then showcase the number of businesses that compete with you, and why your business will provide customers with service/products that are of better quality or less expensive than your competition.
5.0 Marketing Plan
Soccer Club intends to maintain an extensive marketing campaign that will ensure maximum visibility for the business in its targeted market. Below is an overview of the marketing strategies and objectives of Soccer Club, Inc.
5.1 Marketing Objectives
• Establish relationships with schools and soccer coaches.
• Implement a local campaign with the Company’s targeted market via the use of flyers, local newspaper advertisements, and word of mouth advertising.
• Develop an online presence by developing a website and placing the Company’s name and contact information with online directories.
5.2 Marketing Strategies
Mr. Doe intends on using a number of marketing strategies that will allow Soccer Club, Inc. to easily target the demographics outlined in the previous section of the business plan within the target market. These strategies include traditional print advertisements and ads placed on search engines on the Internet. Below is a description of how the business intends to market its services to the general public. Soccer Club, Inc. will also use an internet based strategy. This is very important as many people seeking local services, such as soccer clubs, now the Internet to conduct their preliminary searches. Mr. Doe will register the Soccer Club with online portals so that potential customers can easily reach the business. The Company will also develop its own online website which will showcase the services offered by Soccer Club, Inc, its coaches, preliminary pricing information, and relevant contact information. The Company will maintain a sizable amount of print and traditional advertising methods within local markets to promote the Soccer Club services that the Company is selling.
5.3 Pricing
In this section, describe the pricing of your services and products. You should provide as much information as possible about your pricing as possible in this section. However, if you have hundreds of items, condense your product list categorically. This section of the business plan should not span more than 1 page.
6.0 Organizational Plan and Personnel Summary
6.1 Corporate Organization
6.2 Organizational Budget
6.3 Management Biographies
In this section of the business plan, you should write a two to four paragraph biography about your work experience, your education, and your skill set. For each owner or key employee, you should provide a brief biography in this section.
7.0 Financial Plan
7.1 Underlying Assumptions
• Soccer Club, Inc. will have an annual revenue growth rate of 16% per year.
• The Owner will acquire $50,000 of debt funds to develop the business.
• The loan will have a 10 year term with a 9% interest rate.
7.2 Sensitivity Analysis
The Company’s revenues are moderately sensitive to changes in the general economy. To many people, soccer club coaching and training is an absolute necessity, and only a more severe economic recession would result in a lower revenue base for the business. Additionally, Mr. Doe will strive to keep the costs of his Company’s services low, and as such, the business will be able to thrive despite the current deleterious economic conditions.
7.3 Source of Funds
7.4 General Assumptions
7.5 Profit and Loss Statements
7.6 Cash Flow Analysis
7.7 Balance Sheet
7.8 General Assumptions
7.9 Business Ratios
Expanded Profit and Loss Statements
Expanded Cash Flow Analysis
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General Plan Updates
The Arcata General Plan shapes how the city of Arcata will look, function, provide services, and manage resources for the next 20 years. The plan is the City's “constitution” for physical development and change within the existing and future city boundaries. The plan is a legal mandate that governs both private and public actions. The general plan is atop the hierarchy of local government laws regulating land use. Other laws and policies, such as specific plans, subdivision regulations, and the zoning ordinance are subordinate to, and must be consistent with, the general plan. Comprehensive in scope, the plan conveys the fundamental values that public decision-makers will use to guide the City's evolution, from its physical development to the ever-changing network of services provided to its citizens.
Updating this General Plan
The City is currently working to update the General Plan. Although the majority of the General Plan is still relevant, Arcata is nearing the 20,000 residents projected in the plan, and some elements must be updated to accommodate future growth. Among them, the Land Use, Circulation, Utilities, Open Space, Resource Conservation and Management and Growth Management Elements , will need revision in order to strengthen conservation and infill policies. Other updates that will be made include new land use and utility priorities, equity and environmental justice policies, and more.
Notice of Preparation of an Environmental Impact Report
The City of Arcata is releasing a Notice of Preparation (NOP) of an Environmental Impact Report (EIR) for its General Plan Update, which will include the City’s Gateway Area Plan as a new Element. An NOP signifies the formal start of the General Plan Update’s environmental review process.
Planning Commission & City Council Review & Adoption
The City of Arcata Planning Commission is currently conducting review of the current General Plan, through a series of public hearings. The following schedule is a draft and subject to change, but provides a general roadmap of upcoming hearings.
REVIEW SCHEDULE
Explore draft general plan elements.
As draft Elements and supoortiong documentation is presented to the Planning Commission, it will be updated on this page, and available for review, below.
Sports | NorCal playoffs: Last year’s champions set up…
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Sports | NorCal playoffs: Last year’s champions set up for more success
SAN RAFAEL CA - FEBRUARY 25: Dane Knudsen (8) of Marin Academy, left, kicks the ball down the field as Alejandro Gonzalez (17) of Terra Linda moves in to defend during the North Coast Section Division III boys soccer title game at Marin Academy in San Rafael, Calif., on Saturday, Feb. 25, 2023. Terra Linda defeated Marin Academy 1-1 (4-2) in overtime. (Sherry LaVars/Marin Independent Journal)
Branson's Avery Myerberg eyes the goal as Arcata's Melanie Luh and Raymi Sharp defend in North Coast Section Div. IV semifinals on Wednesday, Feb. 22, 2023 in Kentfield, Calif. (Frankie Frost/Special to the Marin Independent Journal)
San Domenico’s Lily Reeser attempts a shot during Girls D-V State championship at the Golden 1 Center in Sacramento, Calif., on Friday, March 11, 2022. (Ethan Swope/Special to the Marin Independent Journal)
Marin Catholic guard Gracyn Lovette (3) passes around San Marin forward Selina Ruano (1) during the second quarter of a North Coast Section Division III girls’ high school basketball game, Friday, Feb. 24, 2023 in San Rafael, Calif. (D. Ross Cameron/Special to the Marin Independent Journal)
Last winter a trio of Marin teams won the most prestigious titles in their sports. The NorCal playoff brackets for soccer and basketball were released on Sunday and all three title-winning teams from last year are poised to make another serious run at a championship.
The girls basketball teams from The Branson School and San Domenico both won state titles in 2022. Both are very much in the conversation to make another run to Sacramento with Branson picked as the No. 2 seed in Division III while San Domenico secured the top seed in D-IV.
Last year, the Marin Academy boys soccer team entered the NorCal D-II playoffs as the lowest seed in the eight-team bracket and won all three games, including a victory against Archie Williams in the final.
This year, the Wildcats begin their quest from a much better position as the No. 1 seed in D-IV. MA could add another NorCal title — there is no state title in soccer — to its trophy case without ever having to leave the county.
All seven Marin basketball teams that made it to NorCals will stay at home in the first round. The Marin Catholic girls, seeded first in D-II, and Branson boys, seeded second in D-II, are also favored to make deep playoff runs.
Boys basketball
Branson (27-3) opens from the exact same position as it did last year as the No. 2 seed in D-II. The Bulls made it to the NorCal title game last year, losing a 60-54 game on the road against No. 1 Elk Grove.
The Bulls, fresh off MCAL and North Coast section titles, face a familiar foe in the first round, No. 15 Saint Francis (14-12) of Mountain View. The Bulls defeated the Lancers in the NorCal quarterfinals last season. The Bulls are set to host at 7 p.m. Tuesday in the second half of a doubleheader with the girls team — location still to be determined.
Marin Catholic (14-17) could also be set up for a run as the No. 3 seed in D-IV. The Wildcats host No. 14 Oakwood (23-5) of Morgan Hill at 7 p.m. Tuesday in the second half of a doubleheader with the girls team.
San Domenico (22-8) also resides in D-IV and gets at least one home game as the No. 7 seed. The Panthers, also playing the second game of a doubleheader, open against No. 10 Half Moon Bay (17-10) at 7 p.m. Tuesday.
Girls basketball
Marin Catholic and San Marin were both picked for the D-II playoffs. The Wildcats (26-5), with MCAL and NCS titles already under their belt, could be poised to add a third title as the top seed.
MC opens at home against No. 16 Los Gatos (21-6) at 5 p.m. Tuesday.
San Marin, which made it to the NCS D-III final against Marin Catholic on Saturday, starts at the No. 7 seed in NorCals. The Mustangs (23-7) start with a home game against No. 10 Crystal Springs Upland (21-4) at 7 p.m. on Tuesday.
Branson, which began its title quest last season as the No. 3 seed in D-IV, moves up both a seed and a division as the No. 2 seed in D-III. The Bulls (18-12) open up with No. 15 Los Altos (17-11) at 5 p.m. Tuesday — location to be determined.
San Domenico started its title journey last season as the No. 4 seed in D-V and enters as the favorite in D-IV this season. The No. 1 Panthers (23-7) host No. 16 Priory (14-13) of Portola Valley at 5 p.m. Tuesday.
Boys soccer
Marin Academy has already claimed NorCal titles in 2019 and 2022 and could be set up to capture a third as the top seed in D-IV. The Wildcats (18-1-2) open at home against No. 8 Live Oak (19-0-4) of at 3 p.m. Tuesday.
Terra Linda is making its debut in the NorCal playoffs and opens as the No. 4 seed in the D-III bracket. The Trojans (13-5-4) host No. 5 Overfelt (15-2-4) of San Jose at 3 p.m. Tuesday.
Girls soccer
Branson and Marin Academy have been drawn into the same NorCal bracket twice in previous years and made it to the final against each other both times — in 2019 and 2020, with Branson winning both.
Both teams were pulled into D-II this year but will need to win some road games to set up another all-Marin final between them. (Branson also topped MA in an all-Marin NCS final last Friday).
Branson (21-1-4) is the No. 7 seed and opens on the road against No. 2 St. Ignatius (11-5-4) at 5 p.m. Tuesday. MA (13-4-3) is slotted one spot below Branson at the No. 8 seed and opens on the road against No. 1 Franklin (19-4-3) of Elk Grove at 3 p.m. Tuesday.
- high school basketball
- high school soccer
- Marin sports
Ian Ross | Sports Reporter
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Our business plan will be used to state the exact scope of our services, as well as a means of gaining the necessary investments to open the facility. It will also be used on a continual basis in the evaluation of our business mission, goals, and objectives.
Business Plan - Ballymacash Sports Academy
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Strategic Business Plan - Hills Football Association
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At Gaebler, we advise new business owners to keep your business plan simple. Ultimately, your business plan is intended to be a resource for you, the business owner. If your time is limiting, outline the essentials of your soccer company's business plan now and make a commitment to come back to it later. Don't Overlook Competitors. Prior to ...
Step1: Staffing your Soccer Academy. The right staff make any business work and thrive. Don't skip this step, put in the time and effort to assign the right people to the right job roles. Do not try to do everything yourself. Utilize people's skill sets to make it work. Some key job roles will make the business work.
This business plan assumes that the business will receive a 10 year loan with a 9% fixed interest rate. The financing will be used for the following: • Financing to develop the Company's office location. • Financing for the first six months of operation. • Capital to purchase gym and fitness equipment. Mr.
Title: Soccer Academy Business Plan Author: sportstown.post-gazette.com-2023-02-27T00:00:00+00:01 Subject: Soccer Academy Business Plan Keywords
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General Plan Updates. The Arcata General Plan shapes how the city of Arcata will look, function, provide services, and manage resources for the next 20 years. The plan is the City's "constitution" for physical development and change within the existing and future city boundaries. The plan is a legal mandate that governs both private and ...
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Marin Academy has already claimed NorCal titles in 2019 and 2022 and could be set up to capture a third as the top seed in D-IV. The Wildcats (18-1-2) open at home against No. 8 Live Oak (19-0-4 ...