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
 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-performance

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

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

contract or agreement of No O&M cost
with a bigger stadium Bigger audience capacity
nearest to the University Well-maintained facilities
for the season Justifies increase in ticket price
due to additional cost in stadium
rental.
ticket sales.
Possible increased rental cost
over the years
Results to stranded asset
(existing stadium will be of no
use)
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 athletes 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 Athletes Performance Ability of the ACA to motivate and improve the
Athletes 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

8. Continuing repair, renovation and VP admin From start until

 Property duration of
improvements Management contract
contractor
VP admin
From start until
Property
duration of
7. Review and Monitoring Management
contract
contractor