1 / 44

The Club Merger

This presentation by Tom Goodman delves into the merger process of three soccer clubs aiming to enhance their resources and competitive edge. Following dissatisfaction with their individual situations, Club A, Club B, and Club C explored merging to streamline resources and improve player development. Key topics include the rationale behind mergers, the importance of having a unified vision, and the challenges faced when negotiations led Club C to withdraw. Successfully, Clubs A and B merged, establishing a robust structure for a superior soccer organization that benefits members and players alike.

jin-garrison
Télécharger la présentation

The Club Merger

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. The Club Merger Presented by Tom Goodman, M.Ed.

  2. In the beginning…. The Idea The Decision Dec Jan Mar Feb

  3. The Idea • Presidents of three clubs decided to visit the idea of merging…coming together • They began to research the idea and hired a consultant to provide some direction and expertise • They were dissatisfied with their individual club situations, as they existed, for various reasons

  4. The Idea • The consultant provided research on the merger process for a variety of businesses • What are the reasons that businesses merge? • In other words…WHY MERGE?

  5. Why Merge? • Groups merge to improve the quality of their business…to create a better organization • Groups merge to eliminate competition between each other • Groups merge to be more competitive with other groups (clubs)

  6. Why Merge? • Groups merge to have more political power (with the state association; with the league, etc.) • Groups merge to get BIGGER • Larger pool of players…parity in playing levels; more talent • Larger staff…parity in coaching levels; more talent

  7. Why Merge? Groups merge to share resources • Human Resources • Physical Resources • Financial Resources

  8. Why Merge? • Human Resources • Technical staff … technical expertise • TD, Program Directors, Coaches, Referees • Administrative staff … administrative expertise • Office manager, Scheduler, Bookkeeper, Registrar

  9. Why Merge? • Physical Resources • Programming (Rec, Jr. Academy, Academy, etc.) • Facilities (Land/fields, offices, indoor complex, etc.)

  10. Why Merge? • Financial Resources • Fees • Other • Fund-raising • Sponsorships • Donations • Grants • Loans

  11. Why Merge? • Consolidate resources: • Offices • Staff • Keep human resources: • Players • Coaches • Administrators • Referees

  12. Why these clubs? • Club A (2500 players), Club B (2500 players) & Club C (3500 players) wanted to merge for all of the right reasons… • Let’s move forward in the process… • Could the clubs agree on the vision? Yes!

  13. The Vision • Develop a full service soccer club with superior resources…human, physical and financial • Deliver cutting edge programming that provides players and staff the challenge and the opportunity to reach their potential

  14. Why these clubs? • Could these clubs agree on the infra-structure? Yes!

  15. InfrastructureOrganizational Chart

  16. Why these clubs? • Could these clubs agree on the Human Resources?... NO! • Human Resources? • Board? • Top Management?

  17. Why these clubs? • Could these clubs agree on Financial Resources?... NO! • Financial resources? • How to merge the assets? • What to pay top management?

  18. Why these clubs? • Club C decides not to be • part of the merger !

  19. The Decision • The Boards of Club A and Club B meet and determine that they should merge…they can agree on the vision, the infra-structure, the human resources, the physical resources and the financial resources. • How to communicate to the memberships?

  20. The Communication • The idea and the decision must be communicated to the memberships… • Mailings and Emails • Website information • Meetings and presentations

  21. The Final Decision • The memberships of Club A & Club B vote to merge! YAHOO!

  22. Let’s do it Execution Organization Programming Apr May Jul Jun

  23. Execution • The Board is formed… • 5 current members from Club A • 5 current members from Club B • 1 neutral member with no club affiliation • Board Make-up… • Board members selected to give equal influence and power to both old clubs…instead of looking at the new entity as ONE New Club working together

  24. Execution • The Board hires the consultant as the General Manager (GM) in April, 2006 to execute the merger • GM job description very clear on paper • Board responsibilities unclear…board members fall back to past practices

  25. Defining the Club • Determine club’s name • Determine club’s new colors • Determine club’s new logo

  26. Defining the Club • Determine, review and evaluate current sponsorships, equipment and insurance providers • Bring new equipment/gear sponsor on board

  27. Operations • Review financial records of both clubs • Determine best way to combine the assets of the two clubs • Prepare budget for the new club

  28. Organization • GM develops a quality professional relationship with the current Technical and Administrative staff • GM Observes and Evaluates the current technical and administrative staff • GM appoints the Technical Director • GM appoints the Director of Finance & Administration

  29. Staffing • TD hires Program Directors • Program Directors hire coaching staff • Director of Finance & Administration hires program & office administrators

  30. Relationship Building • Develop quality, professional relationships with town/city facilities managers. • City A Parks and Rec Department (city & school fields and a Sports Park) • City B Parks and Rec Department (city park fields and a Sports Complex)

  31. Operations • Review current reporting/meeting structure and procedures; institute consistent reporting/meeting structure and procedures • Evaluate current technical programming and administrative policies and procedures… • coaching/player curriculum • operations manual

  32. Operations • Meet the membership through personal field visits and informational meetings (keep lines of communication open)

  33. Operations • Evaluate current field and office facilities. Consolidate office space…centralized office… • City A Office • Neighborhood office 1st level storefront • City B Office • Corporate office in office building

  34. Communications • Develop a marketing plan to positively communicate potential programming and staff changes to the club’s membership • Coordinate try-outs (and scouting) to form the first merged select teams for the Fall 2006 season

  35. Programming • Introduce and implement the following programs: • Jr. Academy (U5-U8 players) • Academy (U9-U12 players) • Sr. Academy (U13-U18 players)

  36. Programming • Introduce and implement special programs: • Samba Program (U8 players) • Predator Program (U9-U10 players) • Camp Program • Coaching Education program

  37. Programming • Bring Referee staff together from both clubs and determine consistent programming & organization for the new club • TD appoints Director of Referees

  38. Result • Fall 2006…The kids are playing in the colors and under the name of the New Club • Fall 2006…The coaches are coaching in the colors and under the name of the New Club

  39. Result • Fall 2006…the refs are officiating for the New Club • Fall 2006…the parents are watching

  40. Lessons Learned • Board Make-up… • Enthusiastic people • Commitment to the vision • No personal agendas • Complimentary skills and talents

  41. Lessons Learned • Clear, Consistent and Frequent Communication with… • Board • Staff • Membership • Community leaders and personnel

  42. Lessons Learned • Administration… • Develop and utilize a “best practices” operations manual • Consolidate offices without delay

  43. Lessons Learned • Human resources… • Assess needs quickly and assign staff appropriately • Ensure staffing is appropriate for the size of the program

  44. Conclusion There are many challenges to the merger process. The success of a merger can only be achieved through securing the right resources… Human Physical Financial

More Related