Matthew T. Brown
Gil Giles has a passion for softball and wanted to turn his passion into his second career. After retiring from the police force he decided to invest at least $2.8 million (including borrowing $1.7 million) in building a six field sportsplex. Although the research and the numbers did not support his decision, his passion was so strong that he decided to take the risk. While he enjoys the thought of owning a sports facility, the reality of day to day management and paying the bills is another story. This case study examines the financial and strategic underpinning for building the facility. From analyzing potential revenue streams and expenses to the profit margin for concession goods, Gil will need to pinch every penny to make his facility financially viable. Luckily he hired a manager to help run the facility, but if he had several rain-outs, or fails to attract the leagues he hopes for, his financial plans could be ruined. Is it ever safe to have a business model with such thin margins?
Jason Simmons, Nels Popp and Greg Greenhalgh
The outdoor athletic fields of Sunshine State University are in poor condition. Overuse, insufficient drainage, and a lack of human and financial resources have contributed to the fields’ deterioration. Sunshine State University’s director of athletics, Emily Rodriguez, has decided to replace the existing fields, but that decision is just the tip of the iceberg. Rodriguez now must decide on a natural or synthetic surface for the new fields. This decision is complex because cost, maintenance, durability, player safety, and player preference must all be considered. Both surfaces have their advantages and disadvantages. In the end, Rodriguez must decide which surface is right for Sunshine State University.
Carrie W. LeCrom, Mark Slavich, Lisa Rufer, Greg Greenhalgh and Brendan Dwyer
Reseating a stadium or arena is not a new phenomenon. It offers colleges and universities the opportunity to reward donors who have contributed financially to the athletic department as well as to create or maintain an equitable seat allocation system. At the same time, a poorly planned or poorly executed reseating project has the potential to upset current donors to the point of alienation. ABC University is looking to take on a reseating project, and it is looking to Virginia Commonwealth University for guidance because of its successful 2013 reseating project. With the success of its men’s basketball program and highly engaged fan base, the time is right to undertake this project. Factors involved in the decision to reseat, communication with fans, and the method involved with the actual reseating are among the topics discussed. This case study would be beneficial to other schools looking to reseat or future athletic administrators interested in an insider’s perspective at a major revenue generation project.
Adam G. Pfleegor and Chad S. Seifried
The debate between building new sport and recreation facilities or renovating existing venues has engrossed sport managers (Barghchi, Omar, & Aman, 2009; Galvan, 2006; Grant-Long, 2005; Rosentraub & Ijla, 2008; Seifried, 2010). Interestingly, the individuals entrusted with making investment decisions on these facilities often lack knowledge of this process. Many sport management programs include courses related to facility management; however, they rarely include curriculum items on the renovation of culturally valuable sport and recreation buildings. The main purpose of this paper is to propose heritage management as an important component to sport and recreational facility management and to showcase an example of this initiative that was incorporated into a facility management class. This teaching methodology on heritage management allows students to understand how to create valuable contributions to their field while simultaneously learning about the culture and history of sport venues.
Tim Berrett, Trevor Slack and Dave Whitson
Although considerable weight has been placed on the economist's advice in many areas of public policy, it is suggested that this has not been the case in the pricing of sport and leisure facilities and services. This paper provides an overview of the extent to which economic analysis can be used in the pricing of publicly funded sport and leisure facilities and services. It is reasoned that such facilities and services display both public-good attributes and positive externalities. As such, market pricing is an inappropriate allocation mechanism. Some problems associated with the practical application of economic models to determine user fees in publicly owned sport and leisure facilities are highlighted. An overview of some of the current issues in public facility management and allocation is offered, along with suggestions for further research.
Jason W. Lee
In 2013, Dan Edwards marks his 30th season in the NFL and his 20th year with the Jacksonville Jaguars. He is responsible for overseeing the Jaguars’ communications division, which includes media relations, digital media, and broadcasting. Edwards was promoted to vice president in 2003, when the Jaguars’ community relations and Internet content departments were added to his responsibilities. He is one of eight current Jaguars staff members who have been with the franchise since its first year in 1994. Edwards received a scholarship from NFL Charities in 1984, the year he began his NFL career as a public relations intern in the NFL office in New York. He spent the 1984 football season working in publicity for the Miami Dolphins before joining the Pittsburgh Steelers in 1985. Edwards served as the Steelers’ public relations director from 1987 to 1993. Pittsburgh’s public relations staff received the 1991 Pete Rozelle Award from the Pro Football Writers of America. Edwards, who has worked with the NFL staff at 23 Super Bowls, has an undergraduate degree in business administration with a major in management from the University of Oregon and a master’s degree in sports administration and facility management from Ohio University.
David Pierce and James Johnson
athletic trainer and equipment manager if the third-letter ties were considered. The strongest Realistic environments were equipment manager, event and facility management, and video. The strongest Conventional environments were business management and compliance. The strongest Enterprising environments
is designed to highlight the diversity of the sport-event and facility-management industry by presenting case studies from various fields such as professional sport, recreation, heath, fitness, leisure, and tourism. The lead authors invited other experts in the field to write chapters on their areas
Alex C. Gang
programs and facility management in the major cities. This text is a nice collection of in-depth illustrations of the various countries’ sport-business enterprises, activities, and influences. The information covered in the various chapters helps the reader gain a good understanding of the vivid