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MHR: A Strategic Business Model for Sport and Commercial Brand Growth

MHR aims to establish itself as a top 14 independent business model with owned resources and profit centers. Through ticketing, sponsorships, subsidies, and business seats, MHR seeks to maximize its commercial potential while prioritizing fan engagement and player development.

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MHR: A Strategic Business Model for Sport and Commercial Brand Growth

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  1. Goals (3 Years) New MHR Identity & Commercial Brand Sport Playoff Top 14 Indenpedant Business Model with owned resources

  2. Profit centers Ticketing Sponsorship Subsidies Business Seats (PR) Shops Bodega TV Rights Playerstransfers Stakeholders Public organizations Sponsors Media Supporters Players & coaches MHSC & MAHB I. Assets identification : profit centers & stakeholders

  3. Resources Sponsorship (Altrad, Urban Area, Langedoc-Roussillon area, City, Asics…) : 360 Stadium and training camp Sport and economic networks Reputation (Club, Coach, training, players…) I. MHR Assets identification • Competencies • Training & sport management • Commercial and networking • Event marketing

  4. II Asset evaluation : VRIO

  5. III Macro-environment • Economic : Economic network Languedoc-Roussillon - Rural – Universities • Policy : Public sport policy– Brand South of France • Social-Cultural : 2007 Rugby World Cup – Rugby local development • Law : Stadium Yves du Manoir –TV Rights – LNR (Rugby National League)

  6. Micro-environment

  7. First Resume100 employees with 50 % for sport area

  8. Trade Training Rugby Club Business Model Singularity Training camp Stadium Yves du Manoir 2010-2011Season Positionning Young people Modern Access Demand PR Students Rugby local development Key competencies Traing – sport management Commercial BtB Local relations

  9. Sponsorship Stadium Yves du Manoir Traing Camp Social Capital Reputation CRM Hospitality– Servicing - FRM Coaching and training Negociation – lobbying Communication (external) – Sport Manager Linkages Resources - Competencies

  10. Articulation – interaction – Assets management Sponsorhip resources « Pivotal » Organizational Capabilities Physical Resources Relational Resources Reputational Resources Resources Stock Dynamic capabilities

  11. Current Business Model Negociation Lobbying Social Capital Reputation Owner Sponsor Altrad Sport management Owner Relation Physical support Hospitality - PR Training center Resources basis Direct impact Deployment Indirect impact Key competencies

  12. Future Business Model Brand & Fan Relationship management Negociation Hospitality management Socail Capital Reputation Physical Support Sport Management Sponsorship Activation Owner relation Resources basis Direct impact Deployment Indirect impact Key competencies

  13. Development axis • Improving : sport management after Fabien Galthié time (New cycle : Jake White?) and training camp • Stadium exploitation : New competencies • BtB : Hospitality – PR • BtC : Fan Relationship Management • New commercial marketing : activation and ticketing - New competencies • Brand creation and management – New competencies

  14. OR

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