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The Club Merger

The Club Merger . Presented by Tom Goodman, M.Ed. In the beginning…. The Idea. The Decision. Dec. Jan. Mar. Feb. The Idea . Presidents of three clubs decided to visit the idea of merging…coming together.

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The Club Merger

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  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

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