( Marcotti, 2022 ). Questions for Discussion and Analysis As the case reveals, a number of internal and external factors motivated 12 owners to seek a new business model for their football clubs. To successfully implement such a major change required the club owners to strategically plan and launch the new
Belal Alsalous and Prescott C. Ensign
Milena M. Parent
next day, Amanda dug into the files on her predecessor’s computer, looking for anything resembling a strategic or operational plan. She found mention of a strategic plan in the previous year’s AGM as an appendix to the AGM’s minutes. The one-page document looked to be very high level. The vision
David Bellar, Todd A. Gilson, and James C. Hannon
Higher education is in a period of flux. For many public institutions, state support has decreased over the past decade, resulting in the notion of doing more with less. Using an inverted triangle approach, this article examines how both institutions and departments are coping with their present reality using innovative and entrepreneurial ideas. First, the story of how public institutions in the state of Illinois are responding to decreased state appropriations and declining K–12 enrollments is discussed. Second, a rich example of how one institution completed the strategic planning process—from conceptualization to implementation—is shared. Finally, one department’s multifaceted plan to handle declining state support is shared.
Jamee Pelcher, Sylvia Trendafilova, and Vassilios Ziakas
. The Task Ahead Jackie is facing the task of developing a strategic plan for hosting a sustainable golf tournament. Evaluation and planning helps course managers to balance the demands of golf with their responsibility to the natural environment. An initial site assessment followed by an environmental
Suzannah Armentrout, Jen Zdroik, and Julia Dutove
Operational Planning Every business must have a strategy, and a strategic plan is a key determinant for how an organization will perform ( Lussier & Kimball, 2020 ). Strategic planning is explained by Lussier and Kimball ( 2020 ) as when executives develop a mission statement and corresponding long
Trevor Slack and Bob Hinings
Edited by Lucie Thibault
While it is one of the central topics in the study of organizations, the concept of strategy has received little attention in the sport management literature. This paper is, in part, designed to help fill some of this void. Specifically, the purpose of the paper is to empirically verify a framework proposed by Thibault, Slack, and Hinings (1993) for the analysis of strategy in nonprofit sport organizations and to locate a sample of national level sport organizations within this framework according to their strategic type. The results of the study support the existence and utility of the two dimensions identified in Thibault et al.'s framework. They also reveal that there are common characteristics within the organizations that constitute each of the framework's four strategic types. The identification of these characteristics provides us with a preliminary understanding of the strategic initiatives being pursued by those sport organizations.
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?
Kristen A. Morrison and Katie E. Misener
, competitive advantage, and position (e.g., Pettigrew, 1985 , 2012 ; Porter, 1980 ). In order to develop effective organizational strategies, nonprofit leaders may engage in a deliberative strategic planning process in order to “produc[e] fundamental decisions and actions that shape and guide what an
Frederik Ehlen, Jess C. Dixon, and Todd M. Loughead
importance of vision and values as being fundamental to the nature of strategic leadership and in setting an organization’s sense of direction. Additionally, the interview highlights the importance of strategic planning to create corporate value. Interviewer: How did you become the CEO of MLSE? Peddie: It
Claire Zvosec and Nathan Baer
at hand” while keeping in mind long-term objectives of her job. Developing this strategic plan for the athletic department that both literally and figuratively is important for “keeping the doors open” at NPC in light of increased challenges facing small colleges in higher education will be the