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SPA Implementation plan - 12.04.2010

Postby Monique

Business Implementation Plan

The Snooker Players Association

20th February 2010




Presented and compiled by Pat Mooney to: The World Professional Billiards and Snooker Association Membership

12th April 2010



Executive Summary

The Snooker Players Association (SPA) has been formed to ensure a fully independent voice and representation for Players, Promoters and Federations across the world.

Through a phased development the initial stages are to align the Professional ranks to the objectives as listed for the SPA. The SPA has been in concept state since 2008 and has developed both relationships and credibility with a significant majority of the recognised ranked professional players.

The potential of this organisation was demonstrated during the 2009 AGM of the WPBSA where those professionals supporting the concept and formal formation of the SPA were mobilised in an effort to remove key figures within WPBSA Board. The success of this campaign led to the appointment of the current Chairman of the WPBSA who has been an open and supportive advocate of the SPA formation. This is further demonstrated by the support being given to this construction phase of the Association.

The details contained within this plan will outline and prioritise the following:
The proposed funding and potential revenue routes
Financial management process
Step by step phased implementation.
Administration and infrastructure requirements
Member Benefits
Proposed organisation structure
Company formation structure
The objectives both short and long term
Justification for the existence of the SPA
Market opportunities UK and International
Objectives

The objectives of The SPA listed below are not exhaustive and are also subject to discussion with key promoters and federations with significant influence. We anticipate these objectives and implementation timeframes to be constantly under review and subject to market requirements.
To promote Snooker and Snooker related activities throughout the world with a primary focus on developing new markets and new territories to host professional events.
Ensure centralised coordination and scheduling of professional and relevant events with a view to maximizing top players’ opportunities to participate.
To review the system of determining the criteria of what constitutes a ranking event therefore increasing the number of organisations that can offer such events across the world. The criteria of such events to be determined by the members of The Association.
To represent and agree disciplinary procedures to be applied to players by event/tournament organisers or governing bodies.
To represent players and give support to their management representatives in commercial relationships with event organisers, rights owners and media.
To establish, on behalf of the members, opportunities for preferential industry rates in all aspects of running their own domestic and commercial operations such as:
Personal and family accident and health Insurance
Legal Support
Travel Insurance
Preferential accommodation and transportation rates
Financial education and planning
Tax & Accountancy Advice
To liaise with federations across the World on competitive opportunities for membership.
Endorsing and approving events taking place throughout the world giving players an indication prior to competing in events of the standard and rating of both playing conditions and event organisers.
Ensuring that only members of the Association may qualify to play in Association approved events.
The running of a benevolent fund with the aim of supporting its fellow players in times of extreme difficulties.
Protect the image rights of its individual members.

Mission

The SPA is being formed with the main intention of acting as the collective voice of Snooker Players on an international basis.

Its mission is to coordinate and continue to improve the development of the game of snooker at all levels, from grass roots, through to the Professional Main Tour circuit.

Keys to Success

Endorsement

The priority and key to success is the endorsement and patronage of the professional ranks of snooker. The involvement and membership of the professional ranks drives the commercial infrastructure and no less important the credibility across the international federations and promoters.

It is essential to have early buy-in from the Professional players on key areas such as funding methods, constitutional rules, membership rules and criteria.

Player Representative

It is also intended to engage and formalise the role of player representative and to ensure that consistency of this role is applied across all event promoters and federations.

Organisational Structure

It is the intention to form both a commercial board representing the commercial and financial management of the Association as well as a players' board dictating the deliverables of the commercial board. The ‘construction group’ will agree the relationship criteria.

WPBSA Relationship

The relationship between the WPBSA and The SPA will be the most critical path to success of the Association. Whilst it is understood that it can never be assumed that all objectives of The SPA can or should align to the requests or requirements of the WPBSA or World Snooker. It is essential that the working relationship will be one where dialogue and communications are open and constant.

Start Up Funding and Support

The WPBSA and World Snooker will also be required to support the financial requirements of the ‘Start Up’ phase. Without this support agreed alternative funding routes would significantly impact on the timeframe objectives set within this business plan.
Growth

The Association will be clearly functioning and making a difference, whilst communicating the developing benefits of the SPA to the membership, instilling confidence in the capabilities to deliver change and be a leading contributor to the growth of the sport internationally and in the UK.
Communication Infrastructure

Initial administration and communication methods must be effective and accessible. An intelligent and universally accessible IT service allowing membership instant and engaging access with SLA standards set by the players’ boards. The IT system/web-access will be maximised for membership communication and support. This must be running within 3 months of launch.


Risks

Funding Alignment

The risks to success are relatively few in numbers but high on impact. Firstly, the enrolment of Professional ranks aligned to their method of funding and the overall authority of the SPA. We must obtain buy-in from all WPBSA ranked players, initiated by a mandate from the construction group to have all promoters, federations and The WPBSA supporting an SPA members system.
Start Up Funding-Ongoing Revenue Routes

Funding including ‘Start Up’ routes must initially be supported by the WPBSA from current capital reserves with ongoing sustainability being managed and budgeted through a percentage allocation from prize funds allocated in SPA recognised events. Additional revenue routes such as sponsorship, event endorsement and representative membership will add value however will be forecast as additional revenue to that required ensuring SPA development.
Personnel

The appointment of sufficiently experienced commercial and player board members is clearly essential due to the strength and depth of expertise required to achieve the objectives posted. The proposed structure must generate confidence at all levels of the game and must been seen to, as well as actually be, fully engaged in working towards the objectives as set by this document.


Company Summary


Company Ownership


A Company limited by guarantee and governed by the rules and constitution adopted by the membership.


Owned by the membership


Company Locations and Facilities


The company will require administration and support facilities during the construction phase. It is proposed to house the organisation in Stirling until such times as a permanent or more appropriate facility be chosen.

The organisation will present a high dependence on an IT and web managed infrastructure, this will be a priority to establish full communication process with members for all areas of business, from general information to voting processes.

The Facilities will support the executive and project groups as necessary and will take responsibility for producing organisation process and procedure documentation for all membership liaison and communication.

Start Up Summary and Initial Assumptions

Initial start up costs are minimized by the committed support offered and anticipated from current members within the professional ranks and the infrastructure support capabilities available through the WPBSA, Federations, FSTC and other management stakeholders within the sport, in the areas of office accommodation, administration, financial management and logistical support. The resource applied to supporting the 1st year development will operate independently from the Stirling office where The SPA operations to date have been based, reducing hand over and up skilling requirements. Other than additional equipment such as computers, Website, financial and legal’s bespoke stationery and logistical costs of project groups, capital outlay will be controlled in line with start up forecast of under £35,000.
The SPA will be looking to obtain start up funding support from the capital reserves of The WPBSA in the form of a capital loan to be offset against revenues anticipated from member contribution and income sources as outlined in the financial information presented in appendix 1 to be agreed by members.


Service

Service Description
The provision of a fully independent body representing snooker players at all levels to promoters, governing bodies and event organisers.
To lobby on behalf of professional players at all levels, including political, to enhance the number and quality of playing opportunities throughout the world.
To work with Governing bodies and Federations, on behalf of the players to align the requirements of all parties and to ensure the players requirements are at all times represented and heard at the appropriate levels.
Ensure centralised coordination and scheduling of professional and relevant events with a view to maximizing top players opportunities to participate. To develop one central calendar system accessible across all stakeholders and potential event promoters.
To lobby for a review of the system of determining the criteria of what constitutes a ranking event therefore increasing the number of organisations that can offer such events across the world. The criteria of such events to be determined by the members of The Association.
To represent and agree disciplinary procedures to be applied to players by event/tournament organisers or governing bodies and to gain input to a consistent approach and have influence on the process involved in agreeing same.
To represent players and give support to their management representatives in commercial relationships with event organisers, rights owners and media.
To establish on behalf of the members, opportunities for preferential industry rates in all aspects of running their own domestic and commercial operations such as:

Personal and family accident and health Insurance
Legal Support
Travel Insurance
Preferential accommodation and transportation rates
Financial/Business education and planning
Tax & Accountancy Advice

Endorsing and approving events taking place throughout the world giving players an indication prior to competing in events of the standard and rating of both playing conditions and event organisers.
To establish and regulate the Player Representative role and status within the sport with a view to enhancing the professionalism and attraction to quality management.
Ensuring that only members of the Association may qualify to play in Association approved events.
The running of a benevolent fund with the aim of supporting its fellow players in times of extreme difficulties.
Protect the image rights of its individual members.

Future Services


The SPA will continue to review services required by members and will channel this from the Players Board and where appropriate identify commercial opportunities and/or support services on a needs or commercially advantageous basis.

One such project under discussion is the formation of a commercially run Snooker Venue and Academy. This would be a natural home for the SPA and could be a model for similar projects throughout developing and established territories alike.

Political lobbying. It is sufficient to say that Professional Snooker whilst a spectacular export to the emerging markets has not been supported at government level. The SPA must change the overall perception of snooker within the political arena and have it firmly on the agenda as a UK sport worth presenting as part of overall political relationships.

Market Analysis Summary

Market Segmentation

Professional, Amateur and Social Snooker, is currently experiencing a resurgence of popularity throughout the world, examples such as China, India, Eastern Europe and key central European locations such as Germany continue to show encouraging growth potential.

The most important factor in these recognised ‘Emerging’ markets is the fact that we have a literal blank template, with the exclusion of China who has modelled very much in line with The WPBSA and World Snooker. This however is also seen as a positive step. The key challenge faced is the ability of snooker as a commercial sport to capture the commercial potential of such unprecedented popularity. As currently stands little or no cohesive top to bottom structure exists that can capture the ‘dollar’ from these markets with a view to reinvesting in the sport.

Dollar opportunities are as follows.

Membership registration
International Handicap Registration
Management Registration
Exhibition Registration
Event Registration
Merchandising
Media/Image Rights
Club Registration
Federation and IGB alignment

This obviously excludes any local or international sponsorship, event recommendation or other commercial activity that may be attracted and forwarded on by the SPA.

Market Needs

We believe as the SPA that the key USP of our model is the unification of Social, Amateur and Professional infrastructure. The current segmentation of the whole sport encourages disjointed development and countries that could significantly contribute to the development of the game being isolated and left with no alternative other than to cobble together federations, and championships/events with no direct link or association within the hierarchy of the game.

A single access point, with a single set of standards according to the rules, that allow instant measurement of individual and territory development, in terms of standard of play, number of registered playing members, facilities etc.

The timing within the market could not be better, many of the targeted territories of Snooker are within the first 10 years of real market growth and still have a ‘child’ mentality and would be appreciative of an ‘adult’ approach being taken to assisting them to the next level of development and being seen as a part of the whole picture.

The target markets will be those currently demanding more from, the Professional Ranks, such as Germany, the many Eastern European countries, China, India and Middle East.

This will be selling to the market with the greatest desire for recognition. There is also significant market intelligence and expertise within the current hierarchy of snooker to capitalise on and support their needs.

Market Trends

A key intelligence in the analysis of ‘market trends’ must be gained from the expertise inherent within World Snooker, Dragon Stars, WSS, 110 Sport and Matchroom.

Each of these organisations in their own way has been directly involved in capitalising, investing and developing the product within key sectors and in various formats.

Whilst we can make key assumptions as to the varying and continuing degrees of success, a recommendation is made that these organisations share and develop a strategy to last that aligns with the experience gained, and to this end capitalises on lessons learned.

Business Participants

The WPBSA, World Snooker, International Federations, Professional Players, Event Promoters, Player Managers, Club Owners, Product Providers. Amateur and Social Players

All of the above have a significant contribution to make in the development of the Association over the first three years. Empowerment of all these participants has the objective of creating ownership in the development of the sport.

The most significant partners in the first years will be The WPBSA, World Snooker and The Professional ranks. As the highest and most credible authority in the sport, both buy-in and financial support is critical to the global objectives of The SPA.

Strategy and Implementation Summary

Marketing Strategy

The first step in our strategy to market is the clarification of our vision and ensuring internal clarity of our true objectives and function as an International players/members Association.

A strategy and vision document will be created stating purpose and benefits to each of our key target sectors. This document will ensure information is in plain language stating clearly to the membership the measurable outcomes we anticipate achieving and within stated timeframes and how this will benefit all sectors.

The capture of our market/customer base will primarily be achieved and accommodated through a fully functional and engaging web solution. Discussions have been ongoing with a possible provider and are under review with selected key members of our project team.

Full engagement from all stakeholders must be aggressively pursued and happen as a matter of priority.

A PR strategy will be penned and presented on engagement, with a view to more political and government influence. This recommendation is made on the basis of developing Government to Government support in the development of Snooker within our targeted territories.

No costs are associated with the engagement of a marketing person as we anticipate from detailed discussions in key territories that the ability to capitalise on the existing snooker infrastructure will have a more immediate effect, and be more relevant, to each of the territories.

Any costs associated with this approach would ultimately be borne from measurable revenue secured from the territory.

The involvement of organisations such as Player Management Companies, Federations, Promoters and Clubs etc, will allow a focus on the key centres of influence as well as more importantly a known and supportive market.

The first year is focussed on securing the existing markets, as mentioned above and ensuring a membership friendly and benefits driven service. To achieve this The SPA will present members and key sectors within the membership with measurable returns.

Examples of measurable returns:

Professional Players
A structure supporting and actively working on more professional competitive events, with a clear focus of alignment with the Key promoters.
Restructuring of the Benevolent Fund and how it is supported.
Key market intelligence and protection via SPA recognised exhibitions and events.
Sponsorship market and intelligence to assist with sponsorship evaluation.
Business Education Scholarship for potential board candidates.
Accountancy and Legal guidance
Promoters
Calendar alignment and management as required
Territory intelligence and event opportunities.
Key contacts and streamlined resource reports for event support.
Sponsorship opportunities.
Player information and availability
Player Management/Agents
Universal promoter recognition.
Legal Status.
Legal support
Market Intelligence
Representation on SPA Commercial Board
Fit and Proper reviews.

Clubs

Recognition as potential venues.
Recognised club and handicap secretary
Website listing
Handicap system participation
SPA endorsement

Amateurs

A single source of information within the sport.
Competition registration
A list of approved events with a clear breakdown of competitors.
Accessible promotion page on the web portal for aspiring youngsters.
A recognisable and consistently measurable handicap system.
Full coaching service from SPA recognised coaches.
Interactive information service.
Blog

Social Players

A single source of information within the sport
Competition registration
A list of approved events with a clear breakdown of competitors.
Accessible promotion page on the web portal for aspiring youngsters
A recognisable and consistently measurable handicap system.
Full coaching service from SPA recognised coaches.
Members Blog
Club and player information

Federations

A unified portal of snooker from social to professional
A clear standing within international snooker.
Support for youth and social development.
Clear event structure guidance and support.
Country ranking status.
Cleary measurable growth and potential market indicator from SPA intelligence.
A neutral non-conflicting source of advice and expertise.

Pricing Strategy and basic revenue assumptions


The pricing strategy has been developed using existing Association strategies such as Darts. The pricing is bespoke to the specific types of membership and has been calculated at conservative levels.

Professional Players will be enrolling to contribute 3% of total prize money from SPA recognised and registered events. Total Prize money forecast as £3,500,000 in year one and £4,000,000 per annum from year two onwards.

This will be dependent on alignment of promoters agreeing only registered players competing and the buy-in of competing professionals of all ranks.

Player Managers will be asked to pay £500 per annum for each registered professional player. With 96 registered players we anticipate 50% initial participation generating £24,000 year one, with this growing considerably year two and three to full participation of the top 64 ranked players, plus a selection of aspiring players and player managers estimated in the region of around 10.

Promoters registering events will pay £750 to have the event posted and access registered professional players. Players will be asked to provide feedback on all aspects of attendance at the event including ease of commercial transactions. We have anticipated 35 qualifying events per annum taking into account the potential of the 25 events to be scheduled by World Snooker. This will grow as promotion opportunities expand.

Amateur registration would be identical to social membership set at £10 however should they register to compete in any SPA approved event or be invited to one a charge of £50 would be set for competing in the event.

It is recommended that exhibitions are registered and recognised and a registration fee of £100 be paid by the organiser. This is to protect the player and give recognition to the event.

Club registration of £200 per annum we believe is achievable. This will require having the clubs involved with the handicapping system. The basic plan is to discriminate between those clubs that offer an internationally recognised handicap and those that don’t.

Whilst pricing for each of the above varies the product range is limited and the process of registration will be uniformed.


Not read in details yet ...

Re: SPA Implementation plan - 12.04.2010

Postby GJ

im getting more excited about the worlds cant wait for it to start i wont let internal politics ruin it for me

:D :)

Re: SPA Implementation plan - 12.04.2010

Postby Roland

Am I missing something here? I've not read it yet but this document is by Pat Mooney about the SPA and nothing to do with Doyle? In which case all off topic posts will be removed! Tomorrow when I'm not as tired as now.

Re: SPA Implementation plan - 12.04.2010

Postby Monique

It has nothing at all to do with Doyle, indeed.
It's the SPA implementation plan, explaining the objectives, way of working and functioning of the Snooker Players Association.
I thought it would be interesting info.