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PAMANTASAN NG LUNGSOD NG MAYNILA

GRADUATE SCHOOL OF MANAGEMENT


MASTERS IN BUSINESS ADMINISTRATION –TEP
3rd SEM, SY 2016-2017

Southwestern University

Prepared By:

Dallo, Eric
Delos Santos, Mary Grace
Guevara, Ron
https://studymoose.com/southwestern-university-a-case-analysis-essay

TITLE: Southwestern University, SWU

VIEWPOINT: President

TIME CONTEXT: At present time

I. PROBLEM STATEMENT

Poor operation and management of existing football stadium.

II. STATEMENT OF THE OBJECTIVES

To address all concerns of the fans and attain an overall grade of D " above satisfactory"
rating on the next season.

III. AREAS OF CONSIDERATION

Strengths:

1. Large fan base and alumni support


2. Winning Team
3. Competitive and reputable Coach
4. Supportive management
5. Increased popularity of the school
6. Promote pride and loyalty as a student of SWU
7. Additional revenue from ticket sales and concessions.

Weaknesses
1. Limited expertise and manpower for operations and maintenance
2. Poor and ill-maintained facilities
3. Consistency of team performance
4. Limited playing years of an athlete

Opportunities

1. Increased rate of enrollees due to increased popularity and reputation of the


university
2. Graduate athletes turning to professional league will increase popularity of the
university.
3. Additional revenue from Stadium rentals.
Threats

1. Piracy of athletes and coaches by other school


2. Better coaching staff and team management
3. Better incentives
4. Better facilities

IV. ASSUMPTIONS
Overall Grade Criteria

A - Poor
B - Below average
C - average / satisfactory
D - above average/ above satisfactory
E - Excellent

V. ALTERNATIVE COURSES OF ACTION

ACA1: Engagement of services of a third-party Property Management Contractor


ACA 2: Construction of a new stadium
ACA 3: Signing of a contract or agreement with a bigger stadium nearest to the
University

VI. ANALYSIS

Alternative Courses of Advantages Disadvantages


Action (ACA)

ACA-1: Engagement of ● Specialized expertise ● Possibility of under-


services of a third-party ● Facilities will be managed performance
Property Management properly ● Mismanagement of the
Contractor ● Minimal cost vs. property management
constructing of a new company leading to low
stadium performance of the
● Transfer of accountability deployed staff and worst,
● Output based on contract disruption of services.
and standard set. ● Legal implication ( cost and
● All repairs and length of processing) in the
renovations will be
event of breach of
facilitated by the
contractor subject for contract.
Management approval. ● Insufficient support of
University management on
proposed enhancement
and repairs by the
contractor
ACA 2: Construction of a ● New and improved facilities. ● Higher Cost
new stadium ● Justifies increase in ticket ● Longer to build
pricing for investment ● Longer to recover
recovery and to cover O&M investment
cost. ● Increased ticket price may
● Boosts and improves result decrease in audience
athlete’s performance with demand.
new and better facility.
● Attracts potential athlete’s
in joining the university

ACA 3: Signing of a ● Readily available ● Fixed rental cost


contract or agreement of ● No O&M cost regardless of ticket sales.
with a bigger stadium ● Bigger audience capacity ● Possible increased rental
cost over the years
nearest to the University ● Well-maintained facilities
● Results to stranded asset
for the season ● Justifies increase in ticket (existing stadium will be
price due to additional of no use)
cost in stadium rental. ● Will not attract potential
athletes
● Additional travel cost, effort
and time for audience.
● No control in the
management of operation
and maintenance of the
stadium.
● Possible conflict on
scheduling if Stadium has
existing contracts ahead.
● Increase ticket price

VII. CONCLUSION

Decision Matrix

CRITERIA ACA 1 ACA 2 ACA 3


Cost efficient 20% 10 5 15
Availability 25% 10 5 15
Accessibility 10% 15 15 5
Ticket Pricing 5% 15 10 5
Sustainability 20% 10 15 5
Impact to athlete’s performance 10% 10 15 5
Control 10% 10 15 5
TOTAL SCORE 100% 72% 68% 63%

● Ratings are assigned to each ACA for each criterion 5,10,15; with 15 being the
highest and 5 being the lowest.

Decision Criteria

● Cost efficiency - the ACA that will enable the company to have savings or
incur less cost

● Availability - the ACA that is readily available within the next season

● Accessibility - the ACA used is measures proximity of venue with


consideration to travel time, effort and cost.

● Ticket Pricing – the cost impact on the current price of tickets

● Sustainability – ability of the ACA to provide continued well-maintained


stadium for the season.

● Impact to Athlete’s Performance – Ability of the ACA to motivate and


improve the Athlete’s performance

● Control – Ability of the University Management to administer the operation


and maintenance of the venue.

The chosen ACA is ACA#1, which is to Engagement of services of a third-


party Property Management Contractor .

VIII. Plan of Action

Person
Activity Timetable
Responsible
1. Presentation of findings and proposed solution
VP 1 day
to the President.
President
2. Review and approval of the proposal Board of 1 week
Directors
Procurement
officer
3. Announcement of bidding, bidding, selection VP admin
1month
and awarding process. President
BOD

Legal Manager,
President,
2 weeks
4. Contract execution Property
Management
Contractor
VP admin
Property
5. Notice to proceed, inspection and turn-over of
Management 1 week
facility, start of operation and maintenance
contractor

VP Admin
Property
6. Operation and maintenance Daily
Management
contractor
VP admin
Property
7. Immediate repair, renovation and
Management 3 months
improvements
contractor

VP admin From start until


8. Continuing repair, renovation and Property duration of
improvements Management contract
contractor
VP admin
From start until
Property
duration of
7. Review and Monitoring Management
contract
contractor

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