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Balanced scorecard for MUFC

Balanced scorecard for MUFC
by

Xiaoxuan He

on 30 March 2014

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Transcript of Balanced scorecard for MUFC


Yirui Tu
Lin Zhang
Lu He
Yilin Dong
Yufei Jiang
Qian Wang
He Xiaoxuan
Team members:
Objectives:

Stable financial background
Broaden revenue sources mix
Use of resources in a cost-effective manner
Intangible value of goodwill in the profession of football sports
Objectives
1. Increase customers’ feeling of
belonging and retain current customers
2. Market internationalization and develop
new customers
Customer satisfaction:
Customer retention:
Customer acquisition:
Customer profitability:
Vision & Strategy
欧锦赛
Financial
Customer
Internal
business
process
Learning
and
growth
improvement
Indicators
1. Rate of change on fans club members

Description: the rate which reflects the member change
in the fans club each year, especially paying attention to
negative figure.
2. Sponsor contracts number

Description: The number of sponsorship, as well as the
amount of contracts.

3. Broadcasting rate and audience rating

Description: Be aware of the fluctuation.

4. Rate of ticket sales

Description: It is just a detective ratio.
Indicators
1. Increase rate of broadcast and television

Description: The number which reflects the
expansion of new markets.
2. Flexible/ total sponsor contracts ratio

Description: The percentage which can predict our potential and new sponsorship.
3. Increase rate of students in soccer school

Description: The figure shows the degree of popularity among youngsters, and also related to our reserve teams.
Indicators
1. Revenue from wireless and wireline

Description: It is the main source
of revenue of MUFC.
2. Cost/income ratio per match

Description: The number which indicate
the profitability of each match.
3. Total amount of sponsors

Description: also need to analyze the
proportion of flexible sponsorship and
long-term sponsorship.
Initiatives
Balanced scorecard
of
MUFC

1. Stable financial background
2. Broaden revenue sources mix
3. Use of resources in a cost-effective manner
4. Intangible value of goodwill in the profession of football sports
1. Fundraising in$
2. % of total income from bonus
3. % of total income from broadcasting
4. Ratio current assets: current liabilities
5. Ratio debt: equity
6. % of total cost in interest
7. Average annual cost per player/coach/match
8. % of total cost in advertising, media, etc (income statement items)
1. Broaden sponsor funds
2. Attract more flexible funding
3. Debt decreasing
4. Expand the TV broadcast lines and live web casting
5. Increase the quantity of commercial activities
6. Widen the scope of related products and service
Better internal control
objectives
measures
Initiatives
Objective A
Objective B
Consistent support
Maintain and expand
the position
of
global top sports brand
Percentage of
fund invested
in facility improvement
Equipment utility
Percentage of employees
feel satisfied
in Manchester United
Percentage
of
new business
Growth
of
current business
1. Replace
old and useless
facilities
with
new and high-efficient
ones
2. Maintain
key players,
coaches
and employees
3. Improve
medical condition
with experienced
medical team
and facility
4. Improve
incentives system
and set more feedback
channels for
employees
5. Make the ticket system more efficient
6. Refurbishment
the old Trafford
stadium.
7. Attract
more
professional experts and players
Measures
Initiative
Measures
9. Seek for
new opportunities
in the process of
value creation
Initiative
8. Expand the current business overseas
Manager
First Team
The Academy
Reserves
Coaching
Staff
Composition
of
the team
Coaching staff
includes
different fields
of
people

Assistant manager
Human performance
Goalkeeping coach
Head physiotherapist
Academy director
U 18 team coach
Measures
3. Diversify
the training
of other staffs
2. Improve
the quality
of
younger players
1. Improve the
performance
of players both
on and off pitch
3. % increase
of training time
and
frequency
for others
2. Number of
younger player
admitted in MU
first time/
tech data
per player per match
1. a) technology
data per player
per match
1. a) Personalized
training for
individual player
(cc) photo by theaucitron on Flickr
(cc) photo by theaucitron on Flickr
Objectives
1. b)Satisfaction
of stakeholder
per player
Initiative
1. b) Improve technology
and training system
and attract more
professional experts
to research
new skills.
1. c) Increase the
opportunities
for the reserve team
to take part
in matches.
1. d) set up some
self-improvement courses
and encourage them to
dedicate to the program
for public good.
2. Improve the
scouting operation
( recruit experienced scouts,
keep the requirement,
all over the world)
3. Invite experts
to train
of others.
Sustainability
(1)Directly
(2) Indirectly through
supplementary to
the other
four perspectives
Intention:
Contribute to the club’s strategy
Objectives
-Create a good relationship
with communities
(eg. Football Association)
-
STRATEGY
Improve the social,
environmental and
ethical responsibilities
-STRATEGY
Measures
% amount of
free facilities
provided
NO. of charity
partners and
Amount of
charity funds
% increase -Average cost of
health and safeguarding per
young trainee
% increase
--- environment
protection cost
Hours of FA’s
programmes
joined per year
% Decrease
--- Cost of
penalty fees
Initiatives
-Make local community
and volunteer groups
easily enter
into facilities
-
CUSTOMER
-Enable charity partners
to a host of FA Group benefits
-
REPUTATION-CUSTOMER
(SATISFACTION)
-Create fun,
safe football environments
to children and young people
-CUSTOMER
-Increase the environmental
protection awareness
in or out of the stadium
-INTERNAL BUSINESS PROCESS
-Join the FA’s
International Development
Programme

-LEARNING AND GROWTH
- ensure that the Laws,
rules and regulations
concerned players
on and off the pitch
-LEARNING AND GROWTH
In practice


Oversimplified:
Ignoring performance relative to other stakeholders
(eg. government, communities and public society)

Problem of “cause-and-effect”:
Drivers may not lead to outcomes

Suggestion

The BSC is just a mechanical tool.
In order to achieve the strategy in practice:

-basing on the underlying knowledge of BSC
-verifying the managerial beliefs
Indicators
1. Fans’ complaint rate

Description: General survey among fans, to show if they
are satisfied with our ticket buying system, our team’s performance on the pitch, our service in stadium ,
our interactive activities after match, etc.

2. Sponsors’ feedback

Description: Feedbacks from sponsors to know their satisfaction
about our advertising, promotion and the results.
Thank You
for listening

And

We are glad to answer your questions
Sponsors
Others
Restaurant customers
Customer
Fans
Soccer school
students
visitors
to be
the best club
in and off pitch
1. Improve team performance
and the win rate.
2. Increase the
stadium safety
and services.
3. Provide valuable and
effective advertising
space, media presence
to sponsors.
4. Attract sponsors
from different
industries.
5. Sign contracts with
famous players, especially
the players from our
target markets.
6. Increase interaction
between club, players and
fans, also give fans and
players more rights
in club’s general operation.
7. Set more supporter
clubs worldwide.
8. Increase the quality of
broadcasting, including
voice, image, digital, etc.



•András Becsky. The application of balanced scorecard in team sports, Applied Studies in Agribusiness and Commerce – APSTRACT, Agroinform Publishing House, Budapest,29-32
• Balanced Scorecard Institute.(1998).Balanced Scorecard Basics.[online].June 2008,Available from:http://www.balancedscorecard.org/BSCResources/AbouttheBalancedScorecard/tabid/55/Default.aspx.[Accessed:6th March 2012]
• Business balls. (1995). Balanced scorecard. [online].March 2008,Available from: http://www.businessballs.com/balanced_scorecard.htm.[Accessed:6th March 2012]
•Hopper, T., Northcott, D. & Scapens, R. W. (eds.) (2007) Issues in Management Accounting, FT Prentice Hall. 2nd edition, 175 – 198
•Kaplan, R. S. and Norton, D. P. (1996) Linking the balanced scorecard to strategy, California Management Review, Fall, 4, 53-79
•Kaplan, R. S. and Norton, D. P. (1992) The balanced scorecard as a strategic management system, Harvard Business Review, January-February, 61-6
•Nørreklit, H., Jacobsen, M. and Mitchell, F. (2008) Pitfalls in using the balanced scorecard, The Journal of Corporate Accounting & Finance, September/October, 65-8
•Nørreklit, H. (2000) The balance on the balanced scorecard – a critical analysis of some of its assumptions, Management Accounting Research, 11, 65-88
•Wikipedia. (2012). Manchester United F.C – in italics or underlined. [Online].Available from:http://en.wikipedia.org/wiki/Manchester_United_F.C..[Accessed: 29th February]
REFERENCES
Create a good relationship
with communities
(eg. Football Association)
-STRATEGY
Objective
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