You work in the marketing department for an NBA franchise in a major metropolitan city. Your owner is considering pursuing the rights to a WNBA franchise for that city. The owner asks you to make a recommendation on whether or not he should pursue this opportunity. The following are some of the variables that you need to consider.Your owner made his money in the technology sector of the economy. He has lost a great deal of money in that business over the past year in the decline in the stock market. His NBA franchise has done extremely well and has been valued at $250 million, but the owner borrowed a great deal of money to purchase the team and uses most of his revenue to pay off the debt. 

The NBA team has an excellent marketing department that would be used in marketing the WNBA franchise. In terms of hiring a full-time marketing staff, there is a university within 45 minutes of the city that has one of the premier sport management programs in the country. The NBA team is playing in a facility that was just built three years ago, and that is where the WNBA team would play. The team does not own the arena, so if the WNBA franchise is started, it would have to pay rent for use of the facility. That rent would be significant but the team gets to keep all sponsorship revenue from the facility. The NBA–WNBA connection has the potential to approach sponsors with WNBA and NBA sponsorship packages. 

Of the 50 Fortune 500 clubs in the area, none has ever sponsored women’s sport teams or events. But those companies have sponsored other professional sport organizations and events.The metropolitan city is a big sports town. It not only has an NBA franchise but also NFL, NHL, and MLB teams. It also has six Division I athletic departments, a minor league hockey team, and a women’s professional soccer league team. The baseball team has a strong following as it plays in a state-of-the-art retro stadium. It is also located one hour from beach communities, and there are several minor league teams within an hour’s drive of the city.

It should also be noted that, according to the Sporting Goods Manufacturers Association, this metropolitan market has 25,000 females who describe themselves as being basketball players, and 1,350,000 people who classify themselves as basketball fans (no distinction between males and females). The average income in the city is $42,000.As far as the WNBA is concerned, attendance has increased by 10% over the past year, but still teams are averaging 8,000 fans per game. The league controls players’ contracts, so the payroll expenses are lower than expenses for other sport leagues. But still only two WNBA teams last season turned a profit. Both of those teams were in similar types of markets, but it took them four years to turn that profit.

ASSIGNMENT: Use a SWOT analysis (please see SWOT handout) for the situation presented. Provide the internal strengths and weaknesses as well as external opportunities and threats. Ultimately, what would you recommend to the team owner? Is pursuing the rights to a WNBA franchise in this case a good move for the potential owner? This LA is worth 2 points of your total course participation grade.

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Consider the first, second, and fifth of Aquinas’ “Five Ways” for proving the existence of God.  Which one of the three do you find most convincing and why?  Are you ultimately persuaded that it is a sound argument?  Why or why not

Sources:

Volume I: Ancient Philosophy Fourth Edition, c2003 (0-13-048556-X)

Volume II: Medieval Philosophy, Fourth Edition, c2003 (0-13-048557-8)

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Resource availability situation. Must analyze impact on the project and identify alternatives to bring project back on schedule. Risks must be addressed as a result of each action.

After you met with Ben and Jennifer to determine the schedule for the training component, you decided that Jennifer’s team would be responsible for the training component. This will ensure that it is closely tied into the marketing process/content from a skills perspective. Ben and Jennifer just turned in the schedules for their teams, and you are integrating them into an overall schedule. You notice that both are asking for the same marketing resource: Emily. Emily has been with PSCHSE in her position for a few years and is known for her creativity, energy, and knowledge of current marketing operations. She is not known, however, for being timely (she misses quite a few deadlines). Emily can only dedicate 50% of her available time to the project; the rest of her time is essential to marketing operations. When you look at both their plans, you determine that Emily is being asked to spend 80% of her available time on the project.

You have another resource in mind for the project: Nick. Nick just started at PSCHSE a few months ago, but he was a summer intern for the last two summers. Unfortunately, he and Ben bumped heads last summer, and Ben wants nothing to do with him. Nick supports Emily in the operational activities (which will change as a result of this initiative) and is also very creative. He also has limited experience with training delivery (but not development). He is being targeted as the super-user of the new CRM system.

Go to the Discussion Board and answer the following questions:

• What resource conflicts do you see? List several.
• What choices do you have for resolving them? Give 3–5 options.
• What are the risks associated with each choice?
• What choice will you make? Why? (Reference the risks and how you will manage them).

Please refer to the following multimedia course material(s):

• Unit 1: Project Scheduling and Resource Allocation
• Unit 2: Resource Planning in the Project

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You are working with your team leads to create the project schedule. You are very concerned about the intersections between the teams, so you all are starting with the major milestones and working backward from the new product launch.

Sales of the new product are going to start in 9 months and the new CRM system needs to be in place 6 weeks prior so the sales force can get their customer and prospect information entered in time for the big marketing mailing going out 3 weeks prior to the product being available. You have one team working on the marketing program (and the mailing is just one of their deliverables); this team is being led by Jennifer from marketing. You also have another team working on the CRM implementation being led by Ben from IT. The two teams will intersect at the sales force training on the new system, the new product, and the new marketing program. After talking with the sponsor and customers, it was determined that the training approach would be holistic; the marketing process would be taught using the new system–not two separate classes, but one integrated class. Instructors will come from both the IT and the marketing teams. You are unsure which team leader should be responsible for training; it will depend upon the resources and dependencies.

Using the list of tasks below as a starting point, create a schedule by adding tasks, dependencies, efforts, and descriptions of the skills required to complete each task. Also, determine the start and end dates based on the dependencies and effort (assume your resources have 50% availability to the project). The schedule should contain between 30 and 60 tasks/subtasks. Use Microsoft Project, Excel, Word, or any other appropriate tool to document your schedule. You will also need to define the team members you will need. For each team member you will need, create a bulleted list of skills and expertise that he or she must have to complete the assigned tasks. For the effort, describe your rationale for your estimate.

Determine training objectives.
Create training outline (objectives, phases, topics, and content).
Define activities.
Create instructor guide.
Create participant materials.
Create activity guide.
Review training materials.
Conduct pilot training class/test training materials.
Deliver training to all of sales force.
Please refer to the following multimedia course material(s):

Unit 1: Work Breakdown Structure
Unit 1: Foundations for Effective Project
Unit 1: Project Schedule Defined
Unit 1: FAQ: Activities & PM
Unit 2: Structure of the Project Schedule
Unit 2: Project Scheduling and Resource Allocation
Unit 2: Project Planning & Scheduling Review
Unit 2: Resource Planning in the Project
Please answer each question, no plagarism, and I need 5 pages with references inside the paragraphs and at the end of document.

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