SPTE 495 E-Portfolio Alex Faig.docx

8/17/2019 SPTE 495 E-Portfolio Alex Faig.docx

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SPTE 495 E-Portfolio: Alex Faig

About Me

My experiences during my time here at the University of South

Carolina, both within the classroom and beyond it, are of great

signicance to me. These learning experiences have taught me how to

eectively approach and solve problems, and will play a necessary role

to my success in the future. !ecause of these valuable experiences

during my college career, " am properly e#uipped to ta$e on challenges

in all aspects of life, whether it is in the business world, or in my own

personal relationships.

" came to the University of South Carolina in %&'%, and am proud

to say that my anticipated graduation date is in May of %&'(. " am a

double ma)or in Sport and *ntertainment Management and +etail

Management, both areas of study in the school of ospitality, +etail

and Sport and *ntertainment Management. My areas of interest

include sales, sport law, business law, and sport mar$eting, all of which

were topics that " was able to study under some of the best professors

in their respective elds. My professors- $nowledge and passion for

their elds of study encouraged and inuenced me to be interested

most in these areas of study. " wor$ well in a team dynamic, and en)oy

tal$ing to people " don-t $now. " have an outgoing personality and a

helpful, condent demeanor, and these personal attributes led me to

have an interest in sales. My wor$ experiences during my time at USC

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have given me the opportunity to improve in areas that " am not as

s$illed in, my technical s$ills being an example. !efore my rst

internship at USC, " had little experience using Microsoft */C*0, which

is now a necessary s$ill for most entry1level )obs. !y the time " nished

my internship, " was able to properly ma$e spreadsheets and perform

data entry for my supervisor. +elated coursewor$, such as Sport

2inance and "ntroduction to 2inance helped me to further improve in

this area. This has signicantly improved my employability and my

condence going into the real world.

The remainder of my portfolio will include a 34ey "nsight5 section,

an 3"n1depth 6nalysis5 sections, a 30eadership5 section and an

36rtifacts5 section. My $ey insight section will consist of three $ey

insights " have ta$en away from my classroom and wor$ experiences.

My in1depth analysis will be an analysis of community relations and

how they are necessary to an organi7ations success. My leadership

section will describe how " plan to apply what " have learned from my

experiences to lead in the future. 2inally, my artifact section will have

artifacts from my classroom and beyond the classroom experiences

that relate to my $ey insight, in1depth analysis, and leadership

sections.

Key Insight !

!usinesses need to wor$ cohesively with their respective local

government. " witnessed this when we would put on big events in

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0exington County. 8ne example was the rst annual %&'( 0exington

County St. 9atric$-s :ay 9arade, which was presented by the 0exington

County !lowsh. " helped plan and execute the parade for the !lowsh,

and saw rsthand how closely we had to wor$ with 0exington County.

;e had to wor$ with county oth. "n

organi7ing this event, we had to ma$e sure there were not any events

being held at the Coliseum, and that we were complying with the city

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of =orth Charleston, because they own the venue. My pic$ three

assignment taught me about the legal barriers that exist when putting

on an event, and gave me insight into the relationship between a

public entity and a private organi7ation. "t is so important for a

business to wor$ closely with local government, because it provides

various opportunities to increase exposure and ma$e revenue, and also

ensures there will be no legal trouble with any potential events or

pro)ects a business wants to ta$e on.

Key Insight "

9roperly interpreting mar$et data is essential to the success of a

business. This is something " have witnessed throughout multiple wor$

and classroom experiences. ;hen " was ta$ing Sport 2inance, my nal

pro)ect was to conduct an economic feasibility study for an upgrade

and expansion of Coastal Carolina-s football facilities. There were so

many factors that went into the study and aected the nal outcome

of the study. Tax codes, construction labor, pro)ected merchandise and

concession sales, current sales, and athletic department budget were

only a few of the things we had to ta$e into consideration when

performing our study. ;e also had to research local demographics, and

analy7e potential competition for the pro)ect. This was a meaningful

learning experience for me as " did not fully reali7e the scope and

magnitude of a pro)ect li$e this, and all the logistics that go into

actually ma$ing it happen. " had the opportunity to analy7e mar$et

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data while interning with the 0exington County !lowsh, much li$e in

my feasibility study. 6lthough " wasn-t loo$ing at tax codes or land

agreements for the !lowsh, conducting a feasibility study in Sport

2inance helped me see how important mar$et data is, and e#uipped

me with the s$ills to do mar$et research outside of the classroom. 9art

of my )ob at the !lowsh was loo$ing at previous sales and comparing

them yearly, to monitor business growth. ;hen " would ma$e tic$et

sales calls, " would enter information about the person " was calling,

whether the sale was made, who made the sales call, and the status of

the sale if it was pending or ongoing. !oth recent and old data served

as a basis for how we would continue to successfully grow as a

business.

Key Insight #

*ective sales strategies must be implemented to create sales

growth and maximi7e revenue. This was something that was stressed

in a variety of classes and wor$ experiences. Sales strategies can be

applied to almost all types of areas in business. ;hether you are trying

to sell tic$ets, clothes, an idea, a mar$eting pitch, a construction plan,

etc. it is important to develop an eective strategy to identify your

audience-s needs, and to demonstrate to them how you will meet

those needs with whatever it is you are trying to sell. "n +etail

Management Strategies, " had to run a moc$ camera business through

A081!US software. *ach wee$, " had to ma$e decisions regarding

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pricing strategies, distribution techni#ues, paying o credit, and

setting wages, )ust to name a few. This was helpful in seeing the

dierent factors that go into ma$ing business decisions, using the

information at hand, and coming up with a strategy to sell the most

cameras. 6t the end of the semester, my group and " made a

9ower9oint of our business strategy and had to present it to our

professor. This 3business pitch5 was valuable practice for the real sales

pitches " would be ma$ing during my internship with the !lowsh,

where " gained most of my sales experience as a mar$eting and sales

intern. !efore " made my rst sales calls, " practiced with my manager,

developing a pitch, gaining condence in my sales s$ills, and getting

comfortable on the telephone. " also tried to schedule group outings for

local churches to have their choir perform the =ational 6nthem at

!lowsh baseball games. Considering this would cost them time,

resources and money, it was important to develop an eective sales

strategy to communicate to them why they should participate with us.

In-$e%th Analysis

My in1depth analysis revolves around community relations and

its vital importance to a business. Some would argue that community

relations are a waste of time, money, and resources, but in my

classroom and wor$ experience " have seen that a community relations

department is a necessary part of every business. !usinesses are

beginning to reali7e that people want to give support to organi7ations

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that give bac$ to the community, and in response they are becoming

more involved in their communities. This sub)ect is important to me

because " am a person who is conscientious about the businesses "

support. ;hether it is in sports, retail, technology, or food, a business

needs to be involved in the community and have a good reputation in

that community. "n the classroom, it discovered the value of

community relations when we put on a 2"26 %&'( Tournament for our

nal pro)ect in *vent Management. ;e were having trouble selling

tic$ets, so we decided to donate proceeds to the South Carolina Special

8lympics, and we saw a #uic$ rise in how many tic$ets we were selling.

" witnessed rsthand the value community relations can have on

participation in an event. ;hen " wor$ed with Stadium 2ood and

!everage at !an$ of 6merica Stadium, we would give tours, hold

luncheons for dierent community organi7ations, and raise money for

local charities. 6nother example " saw rsthand of the importance of

community relations was when " interned with the !lowsh. ;e would

ma$e 3!lowie5 appearances at local elementary schools to promote

our reading program, and " played !lowie at a ribbon cutting ceremony

for the opening of a new :octor-s Care in 0exington, which provides

urgent care for people who don-t have time to wait to see a doctor in a

hospital. "t was a rewarding experience to become involved in the

community of 0exington, and it helps establish the !lowsh not only as

a source of entertainment, but a pillar of the community. " also had the

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privilege of participating in our reading program, where we oer free

tic$et incentives for elementary school $ids when they read a certain

amount of boo$s. " got to play !lowie for several of our elementary

school appearances, and it was rewarding experience to $now " was

giving bac$ to the community and helping promote a reading initiative

for $ids. 2or the !lowsh, it is a great way to increase exposure, and to

get families out to the ballpar$. These experiences in and out of the

classroom with community relations helped me understand that

running a successful business re#uires corporate social responsibility,

rather than )ust loo$ing at the bottom line to ma$e all decisions.

&ea'ershi%

" have gained priceless $nowledge in my classroom and wor$

experiences while at the University of South Carolina. 8ne of the $ey

things " learned was the value of community relations, public relations,

promotions, and sponsoring events. 2or example, because of how well

we promoted the 2"26 Tournament and also because proceeds went to

the South Carolina Special 8lympics, we were able to raise a signicant

amount of money and change the lives of special 8lympic participants

in the community. " will be moving to =orthern irginia upon

graduation, and an issue that plagues that community Das well as the

entire United StatesE is that of drug addiction and overdoses. " have

$nown multiple people who have died of drug overdoses, so this issue

is personal to me. 6ccording to the =ational "nstitute on :rug 6buse in

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:ecember of %&'B, deaths caused by ben7odia7epines, heroin and

prescription drugs has been on a steady increase between %&&' and

%&'@. " believe we can reverse this trend if we start to promote

$nowledge of the topic, provide proper treatment for addicted users,

and provide more resources for people to turn to when dealing with

addiction, such as =arcotics 6nonymous. " have seen rsthand the

positive change a fundraising event can have on a community, and my

approach to this problem would be to put on an annual three1on1three

bas$etball tournament to raise awareness for drug abuse, and to raise

money to set up support systems in the community for drug addicts.

*ntry fees would go towards the charity fund, but there would also be

pri7e money for the winners of the tournament to increase

participation. " will be living near the city, where bas$etball is popular

and there are a lot of courts. This would ensure that participation

would be high, and would also li$ely attract crowds to the games,

raising more awareness for the issue of drug abuse and addiction. My

father is a preacher at :owntown !aptist Church in 6lexandria, 6, so "

would start the initiative by proposing it at a church meeting. This

would help me get the idea o the ground, and open things up for

discussion. Aroup meetings were essential in planning the 2"26

Tournament in my event management class, so " would do this in a

similar fashion. " would propose my idea, then open the oor for

discussion. " would $eep minutes of the meeting so that everything we

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discussed is documented, and set up next meeting times at the end of

every meeting. The goal for the rst meeting would be to come up with

a fundraising event to raise awareness for drug abuse, with meeting

goals becoming more specic over time. 2lyers wor$ed for us when

trying to promote the 2"26 Tournament, so " would repeat this tactic,

but social media would be the primary way of getting the word out

across the greater ;ashington, :.C. area. " learned from my event

management class how powerful social media truly isH we were able to

get the word out to hundreds of people in a matter of minutes by

ma$ing a 2aceboo$ page for the 2"26 Tournament. To evaluate our

success, " would ma$e a mass email for those who were a part of the

pro)ect. " would also schedule a follow up meeting for everyone to get

in a room together, loo$ at what we did right, and then have an open

discussion to hear everyone-s thoughts, both positive and negative.

2rom this discussion we can come up with ways to improve upon our

past successes, and continue to ma$e positive change in the

community. opefully the pro)ect will be successful enough for us to

ma$e it an annual event. Upon successful implementation of this

pro)ect, " plan to have condence in running and organi7ing an event,

and will be even more prepared to ta$e on related pro)ects in the

future to raise awareness of problems in my community and create

positive change.

My !( Artifa)ts

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Artifa)t !

2rom left to

rightI Me as 0iam the 0eprechaun, owner of the !lowsh !ill Shanahan,

and Ma)or Aeneral +obert *. 0ivingston at a press conference for the

%&'( 0exington St. 9atric$-s :ay 9arade.

Artifa)t ": Pi)* Three Assign+ent

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KE,I .A/T AT 0/T.1.A/&EST0 10&ISE2M 0

A232ST "T. "(! There will be a 4evin art event at =orth Charleston Coliseum on6ugust %>th %&'(. The following report will describe this location, the$ey demographics of the area and of 4evin art-s target audience, themar$eting plan for the event, as well as detail a S;8T analysis.

0ocation

The venue is located at B&&' Coliseum :rive, =orth Charleston, SC%G@'F, which is near the )unction between "nterstate B%( and "1%( in=orth Charleston between "nternational !oulevard and Montague6venue. 9lease refer to provided map. This means that the venue iseasily accessible for patrons coming from a wide geographical area.

Type of enue

=orth Charleston Coliseum is a multipurpose coliseum J arena with anopen oor area that can be set up for bas$etball, hoc$ey, end1stage ormid1stage conguration. 9lease see venue capacity for details.

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Special venue features include the recent two stage upgrades. Thesehave allowed a somewhat outdated venue to regain new life throughupdating the luxury boxes, new scoreboard, new sound system,extension of concession areas, additional oor space etc. 9lease referto section on venue history for details.

6nother special feature of the venue is the connectivity to the largercomplex, which is $nown as the !ourn1Summer City Center Complex

and contains the Coliseum, a 9erforming 6rts Center, and theCharleston 6rea Convention Center. 0ocal reviews of the venuecommend the venue for its connectivity to dining options, shopping,and lodging as well as the accessibility to the venue. The venue islocated in the )unction between "1%( and "1B%(, which means thatpatrons have easy access. 8verall, patrons describe visits to the venueas convenient and pleasurable, which is a selling point towards youngand busy patrons.

8wnership of the enue The city of =orth Charleston owns the venue and the nearby located=orth Charleston 9erforming 6rts Center and Convention Center. ;hilethe city council remains the owner of the venue they have opted tocompletely outsource the management of the venue in order toincrease e


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SMA standardi7es their contracts,nancial systems, managementtools, and maintenance policies inorder to provide consistent services

throughout their facilities.6dditionally, SMA is the only 96management company that oersprofessional asset managementservices.

2or venue mar$eting SMA oers access to discount mar$eting servicesac#uired through utili7ation of economies of scale, heightenedbargaining powers with suppliers, and a signicant contact networ$. This allows the boo$ing department to attract lucrative events.

9lease see provided overview of relevant $ey venue employees.

$e%art+ent 6 7obPosition

Person

SM3 Manage+ent

"nterim Aeneral Manager 0es Croo$s!oo$ing Coordinator Maria 2leming

Mar*eting 8 oelties

:irector of Mar$eting 6lan Co$er

Mar$eting Manager Melanie Kuic$Mar$eting Coordinator Arace 0ancaster

Ti)*eting 8 3rou% Sales

Tic$et 8


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!lac$beard-s Cove 2amily 2un 9ar$, Carolina "ce 9alace, Mc:onald-sand 9epsi.

The =orth Charleston coliseum also hosts a wide variety of otherevents, such as concerts, plays, musicals, and other performances.

istory of the enue

2ollowing a 'GFB feasibility study the city of =orth Charlestondetermined that they were going to build a '&,&&&1plus si7edentertainment venue. The original plan was to build the Coliseum aspart of a redevelopment scheme called City Center. The completepro)ect intended to include the coliseum, a convention center, aperforming arts center, a library, an arts galleryJmuseum, an artsschool, par$s, and par$ing. Mc=ail +ealty and :evelopment Companydonated ?& acres of land. 8dell 6ssociates, "nc. was the selectedarchitectural rm and Mc:evitt and Street Co. was selected to be thedesignated construction contractor.

8verall, the =orth Charleston City Council approved a N%Bmillion dollarbudget in 'GFF and added approximately NFF&,&&& dollars to thisbudget in 'GG% to allow for the installation of an ice rin$. 2urthermore,a %&'& decision to expand and moderni7e the building re#uired an

additional NF million investment from the =orth Charleston City Councilthrough the sale of bonds. 6dditionally, the council approved a furtherN'& million budget in %&'@ for the second phase of upgrades.

=orth Charleston Coliseum was opened on the %Gth of Oanuary 'GG? andis now approximately %% years old. "ts opening program consisted of two main events. The rst night was the ;orld Cup 2igure S$atingChampions ice s$ating exhibition that featured 8lympic gure s$ating

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champions followed by a concert by country music star 6lan Oac$son onthe following night. Since then over eight million patrons have visitedthe venue that has since hosted a program of concerts, family shows,sports events, and much more.

6n N'F million venue upgrade was introduced in %&'& in order to addan additional ?&,&&& feet of event space by extending the building-snorth and south sides, installing more tic$et booths, expanding thefood court where an additional @& points of sale will be included,extending the $itchens, improving the rafter system, the audio system,and rigging system. The second round of upgrades includes furtherextensions, remodeling of the energy, refrigeration and lightingsystem.

enue Capacity

"n case of a concert setup the venue has a maximum seating capacityof up to '?,%GB people distributed throughout the four primary areasIupper xed seats, lower xed seats, lower risers, and oor.

2or this event with 4evin art an end stage will be re#uested, asdisplayed in the below provided image. erein, the white sectionrepresents non1sold seats. 2or this seating conguration a total of

F,F&B seats are available.

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2or 4evin art thecapacity of eachsection is as followsI

Upper 2ixedI @,%?B 0ower 2ixedI ',>>%

+isersI G?&

2loorI ',F?@

:isabledI ?@

Total: ;(5

2urthermore, the venue has the capacity to par$ %.?%B cars on the site

and oers '% permanent foods and beverage stands as well as multipleportable sales points.

Choice of :ate

The event is set to ta$e place on 6ugust %>th, because this isapproximately two wee$s after the students have arrived bac$ oncampus, according to the universities- academic calendar. This will

have allowed the students to nish their moving in activities and mostof the universities welcome activities. Simultaneously, it is prior to theacademic year getting really busy and it is prior to the startup of thebig and competing sporting events. This will decrease the competitionand open the mar$et. This will be described further in the S;8Tanalysis.

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MA/KETI3 P&A

6nalysis of the Mar$et

The population count in =orth Charleston is approximately '&(,>@GD@,F?%,@F% in South CarolinaE with an average age of ?&.> years D?>.Gyears in South CarolinaE. Comparing that to the national average ageof ?>.% years one can see that the =orth Charleston population issignicantly younger and therefore li$ely presents a good demographicfor a stand up comedian li$e 4evin art.

Considering the gender split =orth Charleston has approximately e#ualdistribution with a B&.@P female and @G.(P male population.

In)o+e &eels


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average age of the population. This will later have implications fortic$et pricing decisions.

orth 1harleston Age Seg+entation

& 1 G QearsH 'B.G

'& 1 'G QearsH '%.G

%& 1 %G QearsH 'G.G

?& 1 ?G QearsH '@.%

@& 1 @G QearsH '?

B& 1 BG QearsH ''.@

(& 1 (G QearsH (.G

>& 1 >G QearsH ?.B F& R QearsH %.'

The above provided pie chart shows that the largest age segment isbetween %& and %G years of age. 2urthermore, one can see that theage dispersions are relatively uniform when considering intervals of '&years.

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@%P

@>P

&P

%P

&P (P%P

/a)e $istribution

;hite !lac$ J 6frican 6merican

6merican "ndian 6sian

=ative awaian J 9acic

"slands

8ther

Mixed +ace

6s can be seen in the above provided pie chart, there is approximatelye#ual distribution of !lac$J6frican 6merican DBP largerE and ;hitepeople in =orth Charleston. Simultaneously, other races represent arelatively small part of the population at ''P. These demographicssuggest that the population li$ely will be varied and a split targetmar$eting campaign is advisable.

!udget

6ccording to mar$et analysis done by industry mar$et researcher "!"Sworld, the industry cost for mar$eting is approximately >.(P.

Create a budget for both advertising and creative advertising. :o the

budget by calling radio stations, T channels, newspapers etc. :o not )ust ta$e data from the internet call people, spea$ to them and gettheir names for references.

Artifa)t #: Feasibility Stu'y

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>roo*s Sta'iu+ Ex%ansion6

Football Fa)ilities 2%gra'e

Charles Sewell, Oustin 4irchenheiter, 6lex 2aig

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Table of 1ontents

i? Exe)utie

Su++ary@@@@@@@@@@@@@@@@@@@@@@@@ #ii? Intro'u)tion@@@@@@@@@@@@@@@@@@@@@@@@@@

@@? 4iii? Mar*et

Analysis@@@@@@@@@@@@@@@@@@@@@@@@@@ i? Proe)t

$es)ri%tion@@@@@@@@@@@@@@@@@@@@@@@@ 9? Key Proe)t

Assu+%tions@@@@@@@@@@@@@@@@@@@@?? !!i? E)ono+i) an' Fis)al

I+%a)t@@@@@@@@@@@@@@@@@@@ !ii? Pro-For+a

Finan)ials@@@@@@@@@@@@@@@@@@@@@@?? !iii? 1on)lusion@@@@@@@@@@@@@@@@@@@@@@@@@@

@@@

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Exe)utie Su++ary

2or our feasibility pro)ect we chose to add 'B,&&& new seats to

Coastal Carolina-s !roo$s Stadium. "n addition we also wanted to add a

new practice facilityJweight room as well. "n order to understand our

mar$etplace we conducted research about the Coastal-s athletic

program as well as the demographics in the surrounding area.

Intro'u)tion

;hen deciding on a topic for our feasibility study we wanted to

ensure that the pro)ect of our choice was rst reasonable nancially.

Therefor we wanted to ma$e sure we chose a program that we felt had

the appropriate amount of resourcesJfunds as well as the actual need

for program expansion before ma$ing our decision. Ta$ing all things

into consideration we arrived at the idea of expanding Coastal

Carolina-s football stadium, !roo$s Stadium, from '&,&&& seats to

%B,&&& seats. "n addition we also wanted to provide new facilities

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including a new eld houseJweight room as well as a new outdoor

practice eld ad)acent to the new practice facility.

!roo$s Stadium was opened in %&&? in which it held a rough total

of a little under G,&&& seats. "t wasn-t again renovated until the

addition of the new 6d$in-s 2ield ouse, which was built in %&'&. The

addition of 6d$ins 2ield ouse provided !roo$s stadium with an

additional ',(&& seats bringing the total closer to '&,&&&. owever we

do not believe this is a su


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8verall we expect the total cost for this pro)ect will be roughly

N%>,&&&,&&&, which will be funded through bonds, donations from

members in the Chanticleer 6thletic 2oundation and additional revenue

generated from ongoing pro)ects.

Mar*et Analysis

Coastal Carolina University is located in the small city of Conway,

South Carolina, where currently approximately G,&&& students are

enrolled. Conway is within close proximity to Myrtle !each, where

tourists oc$ for entertainment and vacation throughout the year. ;ith

such an abundance of people surrounding the school at all times it

ma$es for an excellent spot for a college such as Coastal to attract new

students, fans, and generate revenue.

8ne of the main reasons we felt there was a legitimate need for

a stadium seating expansion is due to the fact that !roo$s stadium has

been ran$ed among the top stadiums in the nation in attendance

based on stadium capacity over the past several years. Therefore it is

reasonable to assume that if we are able to provide more seating for

fans in !roo$s stadium then more fans will attend Coastal-s games.

Thus we should expect to see an increase directly related to our tic$et

sales as well as other game day operating revenues. 6nother

important factor to consider is that in %&'&, for the rst time ever the

Chanticleers reached the rst round of the =C66 :ivision ' 2ootball

Championship playos against ;estern "llinois. ;ith a winning team to

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cheer for it is only reasonable to expect that more fans will want to

attend the games. Coastal Carolina-s reputation of having strong

attendance records combined with recent success on the eld ma$es

for a compelling argument as far as a need for a stadium expansion

goes. "n addition, Coastal Carolina will be leaving the !ig South and

)oining the Sun !elt conference in %&'( which will draw a lot of

attention towards their football program both from fans and the =C66.

6ccording to =C66 regulations, all 2!S programs, in which Coastal will

now be considered, have to maintain an average attendance over

'B,&&&. So expanding the stadium to %B,&&& seats, gives Coastal every

opportunity to maintain their attendance right around the mar$ set by

the =C66.

;e also found that while Coastal Carolina already has a state of

the art practice facility for baseball they do not have a separate facility

for football. Therefor we felt it was necessary that the football team

receive similar treatment. "t was noted that the '>,@%@ s#uare foot

indoor practice facility for the baseball team cost upwards of N'.%

million dollars. 4eep in mind that in %&'% :ivision '16 baseball

programs reported a median loss of nearly N>&&,&&&, the highest

among all men-s sports. Meanwhile football continues to remain the

number one revenue generating sport on most college campuses.

Therefor we felt that if we were going to provide our baseball team

with upgraded practice facilities we certainly should do the same for

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our number one revenue generating sport, being football. Therefor we

felt it was necessary to create a new eld houseJpractice facility for our

football team.

"n addition we also wanted to provide Coastal-s football team

with a new weight room, which will be incorporated into the new eld

houseJpractice facility. 6d$ins 2ield ouse was completed in Oune %&'&

for a total cost of NF.B million dollars. 6t the time 6d$ins 2ield ouse

was considered to be lled with all of the latest strength and

conditioning e#uipment. owever B years later the e#uipment as well

as the facility can be considered to be somewhat outdated. "n addition

Coastal-s football team shares this facility with '> other sports at the

school. =ow that Coastal Carolina will be entering the Sun !elt

Conference next year it is pertinent that they remain up to date and

competitive with the other schools in their conference as far as

facilities go. This will allow for them to $eep a competitive edge with

recruiting within the conference.

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B112 Enrolle' 2n'ergra'uate Stu'ent $e+ogra%hi)s

6ge P of 9opulation'F %B.'P

'F1%@ 'B.FP%B1@@ %B.?P@B1(@ %&.%P(B '?.(P

BAge $e+ogra%hi); 1ity of 1onCay; S1

Proe)t $es)ri%tion

*xpanding Coastal Carolina-s !roo$s Stadium to %B,&&& seats

seems #uintessential towards Coastal-s success in the Sun !elt

Conference at the 2!S level. Since Coastal is currently in an expansion

period for all sports and not )ust football, this expansion and upgrade

of facilities will ultimately generate more revenue for the entire Coastal

athletic department.

To complete this pro)ect, we will rst see$ permission from the

Coastal Carolina !oard of Trustees. 8nce we have received the green

light we will begin construction to fully enclose the stadium, as well as

add another side of seats to mirror the home side of seats currently in

place Dsee diagram ' belowE. ;e will then build a new eld house

practice facility, which includes a weight room, located directly behind

%G


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6d$ins 2ieldhouse. The new eld house and practice elds will replace

the old practice elds currently there Dsee diagram % belowE. The

stadium expansion will be completed rst allowing us to use the newly

generated revenue from the stadium to help provide nancing for our

second pro)ect, which is expected to cost roughly N>,&&&,&&&.

Key Proe)t Assu+%tions

Finan)ing:

8verall we plan to spend a total of N%>,&&&,&&& on the entire

pro)ect. The construction costs for the stadium expansion, new eld

house, and practice elds will cost N%(,&&&,&&& out of the total

N%>,&&&,&&& we plan to spend. The additional N',&&&,&&& will come

from the e#uipment and machinery costs for our new weight room

within our new eld house.

Sta'iu+ Ex%ansion

!ased on our research we found that Coastal Carolina estimated

that it would cost the university about N'G,&&&,&&&1N%B,&&&,&&& to

increase their new stadium to %&,&&& seats in %&'( Dwbtw.comE.

Therefore we can predict that the cost of increasing the stadium seats

to %B,&&& will have a cost of roughly N%',&&&,&&&.

"n order to nance this operation we ac#uired a bond of

N'?,&&&,&&& from the city of Conway. "n addition we plan to receive an

extra N%,&&&,&&& in donations from the Chanticleer 6thletic

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2oundation, which had revenues of NB,&&&,&&& plus at the end of %&'@

Dguidestar.orgE.

Coastal will also receive nancing from local sponsors such as

Conway =ational !an$, Conway Medical Center, and +ussell 6thletics

for a grand total of N(,&&&,&&&. ;e will use this additional sponsorship

revenue to help nance the new seating in !roo$s Stadium. Thus

bringing our grand total to N%',&&&,&&&, which is what is re#uired to

nance our stadium expansion.

/eenues:

Sta'iu+ Ex%ansion

;e will receive revenues from tic$eting, concessions, par$ing,

merchandise, and sponsorships. 6fter the stadium expansion we will

have B,&&& additional lower dec$ seats to give us a grand total of

'&,&&& seats in the lower dec$. 0ower dec$ tic$ets are priced at N%&

per seat. ;e will also have an additional B,&&& upper dec$ seats after

the stadium expansion giving us a grand total of '&,&&& upper dec$

seats. Upper dec$ seats are priced at N'B per seat. Therefore we can

predict tic$et revenues for lower dec$ seats are N%&&,&&& and tic$et

revenues for upper dec$ seats are N'B&,&&& per game. 6ssuming

Coastal plays six home games a season we can predict that Coastal-s

tic$et revenue for the upcoming season will be N%,'&&,&&&

Ti)*et /eenue DithEx%ansion Cost V of Seats

Tic$et+evenue

=ew 6ddition 0ower :ec$ N%&.&& '&&&& N%&&,&&&.&&

=ew 6ddition Upper :ec$ N'B.&& '&&&& N'B&,&&&.&&

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Total 8ne Aame N?B&,&&&.&&

V of ome Aames (Total Season Ti)*et/eenue

N%,'&&,&&&.&&

2or our concessions revenue we factored in the additional

revenue coming from the extra '&,&&& seats DattendeesE attending the

game. 6fter the stadium expansion we will have %B,&&& total seats.

6ssuming the average customer spends N'& per game on concessions

we predict that Coastal will have concessions revenues of N%B&,&&&

per game. 6ssuming Coastal plays six home games a season we can

predict that Coastal-s concessions revenue for the upcoming season

will be N',B&&,&&&.

2or our par$ing revenue we concluded that for every four seats

there is one par$ing spot available for attendees. 9ar$ing spots at

!roo$s Stadium cost N?& per spot. Therefore we can predict that

par$ing concessions per game will total N'F>,B&&. 6ssuming Coastal

plays six home games a season we can predict that Coastal-s

concessions revenues will reach N','%B,&&& for the upcoming season.

2or our merchandise revenue we concluded that the average

cost per item is N'B. Aiven the amount of attendees at each game is

%B,&&& people we conclude that the total merchandise revenue would

be approximately N?>B,&&& per game. 6ssuming Coastal plays six

?%


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home games per season we can predict that Coastal-s merchandise

revenue for the entire season will reach N%,%B&,&&&

Coastal will receive sponsorship revenues of N(,&&&,&&& total

from local sponsors in the surrounding area. Conway =ational !an$ will

provide Coastal with N%,B&&,&&& in revenue, Conway Medical Center

will provide Coastal with N%,B&&,&&& in sponsorship revenue, and

+ussell 6thletics will provide Coastal with N',&&&,&&& in sponsorship

revenue.

Finan)ing:

=ew 2ield ouse, 9ractice 2ields, and ;eight +oom

6s we stated earlier we anticipate the cost of our new eld

house, practice elds, and weight room to cost a total of N>,&&&,&&&.

8ut of the N>,&&&,&&& in costs the eld houseJpractice elds will cost

N(,&&&,&&& and the e#uipment for the weigh room will cost

N',&&&,&&&. The cost to create the weight room has already been

incorporated into our eld house costs considering the weight room will

be located within the facility. "n order to nance this pro)ect we will use

the revenues generated from the expansion of !roo$s Stadium as well

as an additional N?,&&&,&&& bond from the city of Conway. ;e

estimated that tic$et revenues after the expansion of !roo$s Stadium

would reach N%,'&&,&&& for the entire season. Therefore we can

allocate N',&&&,&&& in revenues to help nance this pro)ect. "n addition

we predicted that we would reach N',B&&,&&& in concessions revenue

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for the entire season. Therefor we can allocate NB&&,&&& to help

nance this pro)ect. 2inally we predicted that revenues generated

between par$ing and merchandise for the entire season would amount

to N?,?>B,&&&. Therefore we can allocate N%,B&&,&&& to help nance

this pro)ect, which brings our grand total to N>,&&&,&&&.

Artifa)t 4: 6 spreadsheet " created for the !lowsh of our

tic$et sales progress at the time. =ames and 9hone =umbers have

been excluded with respect to privacy for !lowsh sales.

a+e Status 1aller "n'1all

Status

6ndrew 6llen =o 6nswer 6lex 6lex =o 6nswer

0inda !ello :isconnected =umber 6lex

!ill !lossey =o 6nswer 6lex 6lex =o 6nswer

:oug !ramlett =o 6nswer 6lex 6lex =o 6nswer

Oohnny!undric$

=o 6nswer 6lex 6lex =o 6nswer

:anny!urchette

Call bac$ soon, interested insignage

6lex 6lex ;ants to set up ameeting

0ynn Cain =o 6nswer 6lex 6lex =o 6nswer

+on Campbell +enewed 6lex

!obCaughman

"nterested in upgrading tohalf season

6lex

aileyClayborn

=o 6nswer 6lex :anielle

=o 6nswer

Oohn *die 6lready purchased % Season Tic$ets

6lex

Sabrina

utchinson

Send yer to email 6lex

Torrey 4olb =o 6nswer 6lex :anielle

=o 6nswer

9auline 0ewis =o 6nswer 6lex :anielle

=umber not inservice

Teri Mason =o 6nswer 6lex :anielle

=o 6nswer

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=ormaMc4inely

=ot interested right now 6lex

MargaretMeinert

=o 6nswer 6lex :anielle

=o 6nswer

Oessica Moyer =o 6nswer 6lex :aniell

e

=o 6nswer

0uther 0own =o 6nswer 6lex O+ =o 6nswer

Oe 9avli$ ;rong =umber 6lex

Oeanette+ivera

=o 6nswer 6lex O+ =ot interested

+usty Sipe =o 6nswer 6lex O+ =o 6nswer

Chuc$Steinfurth

=o 6nswer 6lex O+ =o 6nswer

!eccaStevenson

=o 6nswer 6lex O+ =o 6nswer

Mar$ Svrce$ =o 6nswer 6lex O+ =o 6nswer

Oames Taylor =o 6nswer 6lex O+ =o 6nswer

Aeorge Todd ;ill probably come into theshop

6lex

9atriciaoel$er

=o 6nswer 6lex Mel =umber:isconnected

!onnie ;ard =eed new number, no longerwor$s there

6lex

Aina ;aters =o 6nswer 6lex Mel =o 6nswer

4evin ;ates Says he will get bac$ to us 6lex Mel =o 6nswer

6nn ;atson =o 6nswer 6lex Mel =o 6nswer

*d ;inston =o 6nswer 6lex Mel =o 6nswerMarcia ;ood =o 6nswer 6lex Mel =o 6nswer

Artifa)t 5:

6 spreadsheet " created to trac$ our =ational 6nthem 9erformance

progress. These are the local churches and organi7ations we focused

on in trying to schedule performances.

0rganiation Phoneu+ber

1onta)t E+ail $ate

Trinity !aptist Church F&?1>G'1&@@&

Oeremeyansard

)hansardWtbccayce.com

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36/45

aint StephenXs 0utheran Church F&?1?BG1(B(%

!ailey Slice slicebaileyWgmail.com

*arly Oune

e Aotha 9resbyterian Church DalMcintoshE

F&?1?BG1>>>&

alMacintosh

hmacintoshWsaxegotha.org

exington County Choral Society F&?1?@F1

>@@B

al

Macintosh

contactWlexcochor

alsoc.orgrst !aptist Church of 0exington F&?1GB>1

&(F(+oy

StenstromroyWfblex.org '>1Oun

St. 9eter 0utheran Church F&?1?BG1%@>&

o?%1%%>?

Music:irector 8ut

of Town0exington 9resbyterian F&?1?BG1

GB&'

=ewspring Church F&?1(&%1&B&&

Three +ivers !aptist F&?1>F'1

%%G?

0a$e Murray !aptist F&?1?BG1'BB(

:onXt ave achoir

!roo$land Cayce !aptist Church F&?1>G(1>B%B

Chapin 9resbyterian F&?1?@B1&B&&

luda +iver 6cademy for the 6rts F&?1>?G1

@&GB

?(


37/45

Artifa)t : My A081!US presentation.

Alo1!usSimulations

Aroup 26lex 2aig, 6aron +iedel, Tyler ollow

ision andMission

ision StatementI

Capturing life-s best momentswith high1#uality, butaordable cameras, so you can

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38/45

hold on to your memoriesforever.

Mission StatementI 8ur

mission is to be the world-smost preferred camera byproviding high1#uality features,

but aordable prices.

8b)ectives 6nnual increase in net

prots

6nnual increase in earnings

per share

"ncrease shareholder valueby doubling our stoc$ pricewithin ve years

?F


39/45

6chieve an 6R credit rating

ighlights Sto)* Pri)e/eturn on

EGuity1

9roblems Sold out of products in year F,'', '% and '?

Qear '' 0abor force costs>&

"mage +ating

;arranty costs

0ow operating prot in 0atin

6merica wee$s '&1'?

Strategies

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40/45

Ma$e business successful

rst, then worry about image

rating.

9erform higher thaninvestor expectations in *9S, Stoc$

9rice, and +eturn on *#uity 4eepdebt to a minimum

*ventually increase imagerating by having outstandingCorporate Citi7enship. "mplement green initiative "mplement Supplier Code of

Conduct and ComplianceMonitoring of Suppliers

Competitive

6nalysis 2inished (thJ'%

@&


41/45

V' in !onus points DFE

Sold out of products in yearF, '', '% and '?

8nly @ companies or less

had more cash on hand every

year

8nly B companies or less

had more e#uity every year

Update ' +aised #uarterly tech support

for all regions "ssued '&&

shares of stoc$ 9aid ?&&&JK

toward loan

@'


42/45

Update %

"mproved entry1level #uality

:ecreased Multi1featured #uality

9ulled bac$ in mar$eting for

=orth 6merica, but raised mar$eting

in *uropeJ6frica and 6siaJ9acic

Shipped cameras to match max

available

0owered incentive bonus, but

moved bonus up for perfectattendance

9aid %&&&JK toward loans

Update ?

+aised #uality for Multi1featured

cameras

@%


43/45

+aised spending on mar$eting across

the board

+aised pricess lightly for multi1 featuredcameras

:id ' #uarterly promotion and gave %

year warranty for =orth 6merica

+aised all corporate citi7enship

programs Denergy e


44/45


45/45

Artifa)t !(: ere is a photo of me as 30iam the 0eprechaun5in the %&'( 0exington St. 9atric$-s :ay 9arade. "t was a greatopportunity to become involved in the community and gain exposurefor the !lowsh.

Citations

Y8verdose :eath +ates.Y Overdose Death Rates. =ational "nstitutes ofealth, :ec. %&'B. ;eb. %@ 6pr. %&'(.

@B

Documents

SPTE 495 E-Portfolio Alex Faig.docx