Professional Practice BOURNEMOUTH FC DEVELOPMENT
DANIEL SLADE, FAHEEM SUMRA, JOSEPH ELLIOT, PHILIP BARNES, ALFIE SIMONS
Client Management DANIEL SLADE
CLIENT MANAGEMENT THE PROJECT Following a successful project at Aston Villa, Bournemouth Manager Edward “Eddie” Howe has appointed the company to design plans for a refurbishment of Dean Courts stadiums facilities including: >on-site retail >catering facilities >conference and hospitality suite
WHY IS BOURNEMOUTH A GOOD CLIENT? >The project is the same as the last project issued to the company. >The project is what the company specialise in (sports retail)
WHAT NEEDS TO BE TAKEN INTO CONSIDERATION? The client is a Football Manager
CLIENT MANAGEMENT HOW DO WE CREATE A GOOD CUSTOMER RELATIONSHIP THROUGHOUT THE PROJECT? Using a Customer Relationship Management (CRM) strategy, the business can create a stronger connection between the client and its self. Setting up regular meetings with client Updating the existing brief to meet new needs
Making the client know their rights and obligations.
HOW DEAL TO MANAGE THE EXTRA WORK WITH CLIENT MANAGEMENT Due to extra work, the project will not be finished in time for the start of the football season (August) Give the Clients options: What does the Client want completed First?
OUR BUSINESS SHOULD AIM TO ACHIEVE: Providing an excellent service so client will promote us and come back ‘buy again’ This can lead us to develop new connections with new clients
Customer Relationship Management ‘a strategy used to learn more about customers' needs and behaviors in order to develop stronger relationships with them. Good customer relationships are at the heart of business success.’
Communications FAHEEM SUMRA
Communication in the work place Why is it important to communicate? Communication is a very important aspect in the work place and brings many advantages such as: • Preventing Conflict between colleagues • Have stronger relationships • People will understand you better
“Communication – the human Not communicating within a team can lead to miscommunication. connection – is the key to personal Miscommunication can lead to arguments. In the workplace, the repercussions can be far more serious. Poor productivity, unmotivated employees -- even lawsuits -- can result from communication breakdowns and career success” Ways to communicate effectively in a workplace..
Open meeting
Emails
Communication via training Use visuals
Display confidence and seriousness
Listen to your team members
Act out your message Be articulate
ones Use presentations PaulOneJ.on Meyer
Use simple words
Use body language
Be humorous Use the appropriate tone of voice Encourage feedback Create a receptive atmosphere
Communication throughout the project Communication between you and the client Why is it important to communicate with the client?
Communication between you your team Why is it important to communicate within your team?
Changes throughout the project with phase 1-2 How will this be communicated in terms of keeping up to date with the client, with your team, finance issues any delays etc.
Marketing JOSEPH ELLIOT
Marketing and Development Marketing “Taking a position for the future within an industry and finding the most cost effective way of telling clients about it, in order to find leads.” • Proven success in current market
Brand Strategy Need for smaller more frequent projects. • To adopt the existing marketing branding developed by the main company. reputation andlarge credibility the existing firm. •• Incorporate Establishedthe reputation with scaleofsports facilities • Previous project portfolio can be used to our advantage as small branch of • large Gained transferable skills required to complete smaller scale sports company. design and projects. • Costs can be redevelopment reduced by achieving leads from existing clients. •
•
Marketing strategy must redeveloped.
Considerations • Current Creating leads from new clients can cost up to 16 times more then Market Position for similar projects • Market position projects of aclients!! smaller nature securing leadsfor from existing
Marketing and Development Measurement of Strategy Success Regarding Marketing 1 hour meetings, once a week, dedicated to marketing! Communication (how we get our business across to potential Conclusion clients) • Toare set goals • We to useofthe Quality Management System (QMS) Each aspect marketing has been carefully considered and •thought Use ofout open source information to networking identify how we as amedia small • Organise events
branch larger firm will of Set out as a set of questions for clients coverage to fill out of as a part of our terms incorporate each aspect of our market strategy in order to make our engagement. Social member Media, •• Every of the team is to contribute to marketing. •
new branch successful within the current market in the most cost • Questions will relate to all aspects ofgiven the specific project • Advertising, • Carrying out specific marketing tasks to them and agreedand uponmore within effective way to our company. the meetings. general terms to do with the business. • Separate page of existing website
• Specific marketing section will allow us to identify strengths and Business development and networking weaknesses with regards to our marketing strategy. Funding • Direct contact with possible clients, • Questionnaires will be reviewed within the meetings set aside for • Percentage from profit of previous month put aside for marketing • Social networking events held by ifthe company, marketing. It will then be agreed certain changes to the marketing purposes. strategy would need to be carried out as a result of the • CPD events • Approx 1-3% of profit of previous month, but decided by finance department questionnaires. dependant on turnover • Conventions
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Programme and Progress PHILIP BARNES
Original Schedule
Procurement – Traditional Procurement used here.
Planning of up to 13 weeks as a large project.
Construction of Project starts during the previous football season.
Football Season early August to end of May approx. meaning 2 months clear working July-August.
People allocated to tasks.
Finance ALFIE SIMONS
Financial overview on our project
10% fee – RIAS fee scale
Staff cost to company - £18,800.83 p/m for 6 staff
Indirect costs and overheads - £4,605 p/m
Office - £1410.00 p/m as part of indirect costs and overheads
20% payment on instruction prior to Stage C
Percentage charge for the rest of the project
Professional Indemnity Insurance (PPI) – required by CIAT code of conduct
Clause 4 Professional Indemnity Insurance, a)
Original Schedule with Additional
Additional Programme starts middle of February and rolls into original project at tendering stage.
No extension in the tendering time needed in incorporating the additional work into tendering.
No Planning needed for additional work so allows for catch up with original programme.
£250,000 Average Monthly Build Cost breached to achieve 10 month Construction Schedule.
Terms and Conditions of Engagement needed to reflect this new contract rolling into the Original Contract.
Contractor to decide sequence of Work for practicality, leaving least commercially essential and finishing work till last i.e. deadline.
Temporary Provision made for Stadium Entrances and access to facilities during work crossing over to new facilities when practical.
Phase 2 implications on finance
(£100,000.00) (£150,000.00) (£200,000.00) (£250,000.00)
42614
42583
42552
42522
42491
42461
42430
(£50,000.00)
42401
£0.00 July ‘15 onwards – large scale
42370
42339
March ‘15 to May’15 - small scale £50,000.00 42309
42278
Our cash flow is much better in first year than second – need to acquire more work from large and small scale projects £100,000.00
42248
42217
Resources managed to suit the schedule – Resource management planning
42186
42156
C-L percentage charged
42125
42095
A and B – time charged additionally to the 10% fee
42064
42036
Has a positive effect on our cash flow - + £100,000
42005
Net cashflow Bank balance
Any questions?