The Hawthorn business plan from 2008 states targets:
http://www.hawthornfc.com.au/TheClub/fi ... fault.aspx

- Over the next five years, the Club has committed to strategies that will win 2 premierships and achieve 50,000 members. five 2 fifty.
- Financial Strength – deliver sustainable annual profits of no less than $2m, build net cash asset base of no less than $20m
- Reduce annual churn rate of memberships to less than 10%.

It raises awareness; people will track it. There's no harm in setting some modest targets, or stating ambitions ala Richmond and identifying them as something to aspire to.

We want a little insight, they want better PR, and they already publish their balance sheet every year. Let's put a figure on it.

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29 different attributes,
And only 7 that you like;
20 ways to see the world,
Or 20 ways to start a fight.

TLDR

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When can we have David Galop as CEO of the AFL...???

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Bawditawaba

Which suits the amateurish and overly critical supporters who are responsible for our membership being just 33,000.

It's just the board who should be criticised...

What's wrong with fluff exactly?

Fluff has Essendon*'s, Richmond's and even Collingwood's memberships at a higher level than Carlton's.

Most, if not, all companies do not disclose details beyond the high level strategic plan.

Nothing wrong with this, glad the club has released such a document to it's constituents. Now it's for action and accountability in delivering on the "Blue Print". This document goes beyond Premierships, it's about establishing the right culture in the place, so we can be set up for success.

We have to get to No.1 in every facet of football, ie Administration, football dept, supporters & members, sponsors, et al.

Simple as that.

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For some silly reason, you people want to assassinate him, and it's just rubbish. You people. All of you, ALL of you!

Well what a typical negative response by some.

Even the thread title kicks it off well!

People have been asking for a 5-year plan for I don't know how long. Now that there is one, put together like any marketing plan from one of our big corporations and people on here want to pick it to pieces. You people need to walk into the BHPB's, Rio Tinto's, even Myer Head Office and you'll see similar branding and vision slogans plastered all around entrance foyers.

Some on this site want more than that though. How about a Wayne Swan Budget Paper - will that do?

Christ, they've mentioned targets (memberships - including net revenue goals, premierships - 2 in five years). The fine print comes on the financial targets (they're internal departmental and whole of business financial budgets).


But hey, let's just keep this negativity going shall we - what a great way to start the year. What next sakc Ratts?

The release is a bit fluffy, none the less it is a step in the right direction.

I sincerely hope that the duds on the board and el presidente fall on the sword towards keeping the goal of having the best talent.

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Scott, things aren't as happy as they used to be down here at the unemployment office. Joblessness is no longer just for Philosophy majors - useful people are starting to feel the pinch.

This is only a brief outline of the full plan. No business in its right mind would release every single detail of its 5 year plan to the public, no should it.

Dont think that this is just a fluff piece released to appease supporter concerns about our finances etc following recent negative media coverager about this matter.

This 'trademark' is something that the Leading Teams program makes almost part of the DNA of the workplace. You do live and breath your aims and expectations and re visit these targets regularly.

How do I know all this ? My workplace has worked with Leading Teams a few times and has come up with a 'trademark'' of its own which is regularly revisited and anylised. From managment down to the Admin Assistants, your not mised iduring the analysis f you havent met expectations.

Why cant we win 2 flags in the next 5 years ? It was only 5 years ago that the Filth 'list managed' their way to 2nd last spot (and acquired Thomas and Pendles as a result). Since then, with the right people in place, and the right determination from their players, they ve played in 2 Prelims and won a Flag...

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James Hird and Essendon* FC - #FOREVERDRUGCHEATS

Please Laguna-- how can you be the slightest bit encouraged by 'Blueprints.' Reminds me of the PR campaign Smorgon initiated in his last months in office (him, Pagan and kernahan pledging unity on the back of the Sun). Supporters see right through this kind of stuff.

All the supporters want is some direction. How do we plan to reach 50,000 members? How do we plan on increasing our off field revenue? How do we plan on engaging more with members? You cant answer this with corporate speak and bland sloganeering.
Please.. Give us something. The club preaches this new type of engagement with members, but they have yet again left us in the dark.

I was rather happy when I received the e-mail. Good to know the club is willing to publicly state where is is aiming for, and I feel for the target audience it has the right tone and detail.

Great job from the club

That was intended as tongue in cheek (I wrote it).


They have an annual membership target sure, but how far forward are the thinking? Most of this document says "we want to be the best", great... what are some of the stepping stones to that. Increasing value isn't an answer, it's an obvious statement.

The premiership target is the only clear cut figure produced, aside from the want all of this done by roughly 2015. So far we've discovered that they want success, they want it soon, and they have half a brain between them collectively. The document talks about courage, commitment, sharing, communication, honesty, trust and respect in a corporate and public context.

Setting reasonable, achievable targets ticks all of those boxes. For example:

- 55,000 members by 2015. Achievable, particularly if we do bring in the cup.
- Reduce debt to cost effective levels by 2013. Achievable, and makes more financial sense than charging away to a debt-free approach.
- Seek to increase football-based revenue by 5% annually through to 2015
- Seek to increase non-football based revenue by 5% annually through to 2015 through expansion of portfolio holdings
- Commitment to re-invest 50% of non-football profits back into portfolio when in profit.

That doesn't say how it'll be done, but it sets a simple enough goal of baseline performance. Internal expectations can and should be higher, but making positive statements should generate wider interest and enthusiasm. They have to back that up with innovative concepts and results, but I see no harm in simple targets.

Most people understand what these targets are, and would be thankful that they're being openly discussed.

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29 different attributes,
And only 7 that you like;
20 ways to see the world,
Or 20 ways to start a fight.

How....inspiring

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WADA medical director Dr Alan Vernec describes Essendon* FC drug case as biggest scandal in team sport the world of sport has seen. #WC2WB

#GUILTY

They're definitely working on this Josh, but they're still spit-balling concepts. Evidence of this can be seen in their attempts at social media engagement, which has been a good success on Facebook & Twitter. They're getting feedback and data from that that'll help with their planning.

There's been more and more multimedia content, particularly to do with players & coaches and that's also a plus. But every club is now doing this, so the next step is taking all this feedback and doing the old value-add trick. From there, new concepts will appear and old ones will evolve. As long as they demonstrate a systematic approach to it, I'm pleased, but this document doesn't show that.

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29 different attributes,
And only 7 that you like;
20 ways to see the world,
Or 20 ways to start a fight.

From 2007 to 2008 there was a massive jump in supporters attending the games of some 200k plus
there is a huge benifit if they can attract an additional 4-5k of non members to games each week

You only acheive that by winning = their goal has to be on field success and with that the off field should follow

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If you allow the Government to change the Laws in an emergency
They will create an Emergency to change the Laws

Playing tough, hard, uncompromising footy every week is what wins premierships AFAIC
Not a lame attempt at corporate speak for dummies!

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C'mon Blueboys!

Yeah because the two can't co-exist.

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#23: Lachlan Henderson

No point sending out stuff like that if we go soft mid-season like last year and can only get 4 points against bottom 4 teams

The club wants success and to be prosperous? Show the supporters that the team is ready to play fair dinkum hard-nosed footy. If we want to challenge the current status quo, we really need to step up BIG TIME. Or we'll be lucky to even get into the top 4 once by 2015, let alone challenge for a flag!

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C'mon Blueboys!

You probably need to wait at least until mid season to complain about us going soft in mid season again.

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Well, I have seen more strategy presentations than I want to remember and this looks like taken from "strategy paper for dummies". Every adjective except "moving forward" from the great corporate fluff book has been used and its so broad that it reminds me of a cheap horoscope: everybody can identify with it and it is so broad it tells you nothing.

I have seen stuff like this before and unfortunately the "detail" is normally not much better, when the high level stuff is full of motherhood statements. What happens is that the "detailed" plans get very broad and so full of "stuff" that real implementation and change never happen. Good strategies identify only a few critical areas that are crucial for improvement and then develop focused and measurable and realistic detailed plans. Anyway, a bit underwhelmed.

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TC suffers from the social media illness - the death of respect and constructive discourse by keyboard.