javeajag

So what’s the problem then ?!

Cross ball …. Sneddon…. Sort of inevitable

I assume being profitable next year includes the cost of the academy so I’m nit sure your argument holds.

I was reflecting on this as last week I went to watch Valencia play Athletic Blibao…. Now Valencia are a financial basket case but they won their fourth game in a row to go 7th in La Liga with the youngest team in the league Mosquera 19, Lopez 21, Perez 21, Guerra 20, Mari 20, Vasquez 20, Yerek 19.. all involved if rumours are to believed Guerra is off to the premiership for 35m next season so academies can work it’s finding the right structure that works for us.

Maybe a simple way to frame this would be …., should TJF funds c£175k be used : 1. to cover some or all the losses the club incurs in a financial year 2. To provide the manager with additional funds to acquire players 3. refurbish the ladies toilets ……

Good job !

Sure but the point that it shows no improvement in the rest of the business is worth looking at

To be fair I think JJ is saying …. if you lose £300k in year one but reduce that to £150k it may appear you have improved things but when you add in the now £175k from TJF then the underlying business performance is basically the same .

I think I suggested a number of practical ideas !

I’m a member of TJF indeed a very early one so I have nothing against them at all. the issue now is how to make everything in the club better.

The task of everyone who supports the club is to make us more successful and to do that we need to critically evaluate what we do well and what can be improved. given the Boards we have had in recent years the to do list is long but that’s an opportunity.

Yes…. Lots of good ideas that need to be put into a coherent plan

Sure …. But at least you have a priority list with some thought behind it … I’m not sure that’s what we currently have

I don’t disagree…..it seems we lack an overarching plan to work on the various potential fan segments …..I suspect lapsed fans is a big one for example….and end up doing tactical things that have become ‘issues’. for me Kingsley has been the best thing we have done in recent years and has given us great coverage , it’s in the ‘ not your typical mascot category ‘ which could potentially be a marketing hook for us generally as a club. we have lots of marketeers in the fan base and should get a group to work on this issues. We need some innovative thinking. More fans equals more revenue.

This is a false choice we need to do both…..just as we need a strategy to attract kids, women, students, disabled fans, lapsed fans etc etc the danger is we do things isolated with an overall strategy of how to increase our fan base.

Spot on…..and very relevant in that Donald McClymont first attended firhill when he came to Glasgow as a student …..

https://fcbusiness.co.uk/news/in-focus-growing-attendance-model-gam/

This is the key point here……we need a fan acquisition strategy …..to many football clubs marketing is geared towards the fans they have nit getting new ones.

That tells you a lot about the club board and whether they would have held on to that position in the event of a refusal to sign is another matter.

NDAs are vastly over rated, rarely enforced and generally over used. What bad thing woukd have happened if they were not used.

This ‘reasons of commercial sensitivity’ covers just about anything you want it to ……I’m not sure what it’s meant to protect beyond an existing requirement on confidentiality on directors.

Have you signed an NDA ?

It might be helpful if people on the the forum who have signed an NDA with the club had an NDa emoji agsinst their name so we know they can’t say anything ?

Ok a couple of points …., can someone actually explain what the commercial sensitivities are that require so many NDAs in a tiny tiny business like Ptfc ? It is literally ludicrous and not very helpful now if I read this correctly we have a company with c £2.5m turnover that requires the financial explanation of Microsoft ….. it is surely not beyond the ability of anyone on the board of the club to explain our financial position on one side of an A4 piece of paper and if they can’t well they shouldn’t be there …

I have read this thread with interest and I think in governance terms it is highlighting a practical not a theoretical problem. it seems as though the club board and TJF are now the same thing ( yes WJ I know they are not which I used seems ) which gives the impression that TJF will neither ask the tough questions ( in public at least ) nor be critical ( using that would in its correct meaning ). I think the dangers of this are clear to see. secondly , the agms of the club are the place where the big strategic decisions we face are NOT discussed so we need to create that space. the issues in no particular order seem to me to be…. 1 how to put in place sensible robust budgeting that if income is £2.5m then expenditure is £2.4m… doesn’t seem that hard 2 how to increase revenue… a whole range of things in here 3 how to increase the fan base … there must be a football club somewhere who has adopted a strategy of getting more fans …. Let’s steal any good ideas 4 the stadium …. What’s the vision as opposed to this weeks hood idea …. Should we staying go ? If stay what’s the plan ? 5 generating investment … who and where else can we get people to invest in the club and I’m sure there is more !